Strategy Survival Guide

Strategy Survival Guide Version 2.1
Prime Minister’s Strategy Unit
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Strategy Development > Policy & Delivery Design > Management Issues
People Management
In the latter stages of the policy design process, the team size is likely to reduce to a core team who will
produce the final report and manage the transition to implementation. Activities such as final appraisals,
wrap-up sessions and knowledge capture should be carried out before the team disbands. It may also be
appropriate to celebrate the success of the project, bringing back any team members who have already left.
Stakeholder Management
Stakeholders, especially those with responsibility for delivery and implementation, should be closely involved
in the identification and appraisal of policy options. The initial mapping of stakeholder interests and
expectations should be revisited to assess their likely reaction to key proposals. Consulting and updating
stakeholders throughout the project should reduce the risk of any surprises that could serve to de-rail the
project during this final stage.
Policy recommendations should be presented to the Minister and Steering Group for approval. As in
previous phases, storyboarding is a useful technique to make sure that messages are presented clearly
and logically.
Once the project is complete, it is good practice to write and thank stakeholders and advisers for their time
and input. It may also be appropriate to invite them to an event to celebrate the end of the project.
Communications Management
A plan should be developed for distributing the final report and communicating the key messages, both
externally, where it may be beneficial to hold a press briefing, and internally where it might be necessary to
present the project findings to Ministers and senior officials in other relevant departments. These
presentations should be organised to coincide with the distribution of the final report, both to ensure the
momentum behind the project isn't lost and that the relevant team members are also available to attend the
meeting. Diary constraints will mean that dates have to be organised in good time.
If a public report is to be produced that will be of interest internationally, the team should liase with the
Foreign Office to develop an international communications strategy. The FCO can advise as to how best to
use the network of Overseas Posts and, if required, how to prepare a telegram to be sent to posts.
Two-way communication is also extremely important in the longer-term as the project is implemented.
Ensuring continued dialogue between policy makers and those responsible for implementation will mean that
future strategy and policy development projects are informed by operational learning.
Knowledge Management
The data, information and books etc collected during the project should be collated and catalogued. It should
not be a big job if it has been done efficiently during the project. This will enable others to make use of the
information after the project team disbands.
Another useful exercise is to conduct a "lessons learned" session. This is a good way to identify what went
well during the project, what went less well and lessons for future projects or pieces of work. The output of
this session can be presented back to other staff in the Department so that they can learn from the
experiences of the project team.
Useful links:
> managing people and the project
> managing stakeholders & communications
Strategy Survival Guide – Strategy Development
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