Strategy Survival Guide

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Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index 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 Page 42
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Policy & Delivery Design > Questions This phase will help to address questions such as: What are the policy options for realising each of the strategic objectives? • What are the key pieces of knowledge and evidence gathered in the Research & Analysis phase? • What organisational and system competencies could be utilised? • How should the public and key stakeholders be involved in generating policy options? • Which policy instruments could be used? • What are the implications of the choice of policy instruments? How could each policy option be developed into a workable solution? • What will the new policy deliver? • What kinds of organisations are needed in the delivery system? • What will be the rules, roles and responsibilities within the delivery system? • What are the expected capital and operational costs associated with the policy? Which policies provide the most suitable option for implementing the strategy? • How suitable is each policy option for addressing the issue in hand? • How feasible is each policy option given the available delivery resources and competencies? • How acceptable is each policy option to key stakeholders? • How robust is each policy option under possible future scenarios? What kind of change will the new policy require? • What system or structural level changes are required by the new policy? • What are the obstacles and constraints to change and how can they be overcome? • Who will be responsible for delivering this change? • How quickly does the change need to happen? • Is there a need for pilots or controlled experiments? How should the conclusions of the project be communicated? • What should the final report look like? • How many copies of the report need to be printed? • To whom do we want to communicate the findings of the project? What has the team learned through the project? • What went well and what went badly, and why? • What would be done differently next time? Strategy Survival Guide – Strategy Development Page 43
Page 1: Strategy Strategy Survival Survival
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Page 6 and 7: Building an Evidence Base 113 Data
Page 8 and 9: A Framework for Strategic Direction
Page 10 and 11: These four components need to be co
Page 50 and 51: Recruiting a team In Practice: SU G
Page 52 and 53: • Commitment to a common purpose
Page 54 and 55: Away-days A project away-day is ano
Page 56 and 57: WHY ...are you telling me this? SO
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Page 62 and 63: Encouraging creativity In Practice:
Page 64 and 65: There are clear differences between
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development process include brainst
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Strategy Survival Guide Version 2.1
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Reinforcing Loops A + Balancing Loo
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Structuring the thinking - Systems
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Opportunities • Where are the goo
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Structuring the thinking - PESTLE I
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Revolution This is creativity at it
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For example, Sub-problem: My collea
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Structuring the thinking - Creativi
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in The Magenta Book) are rigorous m
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• Avoid asking the same question
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Expectations can be shaped by a num
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Collecting data - Surveys In Practi
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Collecting data - Interviews & focu
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Step One: Define the problem explic
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• Are the units correct? Step Sev
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Analysing data - Modelling In Pract
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The Five Forces Framework can be us
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References Structure, Conduct, Perf
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Symbols • What language and jargo
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• Put a contact name, telephone n
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Learning from others - Internationa
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4. Functional Benchmarking or Gener
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Strengths • Quantitative forecast
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3. Bring drivers together into a vi
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Scenario development In Practice 1:
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Scenarios used in the Strategy Unit
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groups at random. In other words, t
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events. There are a number of diffe
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Multi-criteria analysis In Practice
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Cost-benefit & cost-effectiveness a
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For further material, see the Ratio
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Compelling vision for action - the
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Designing an implementation plan In
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Creating Public Value http://www.nu
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National Statistics http://www.stat
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Driver trees 97 Econometric modelli
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management 17, 20, 27, 34, 45 outpu
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Strategy Unit, Admiralty Arch, The
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