Strategy Survival Guide

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Building an Evidence Base 113 Data types & sources > in practice 114 Surveys > in practice 118 Interviews & focus groups > in practice 126 Modelling > in practice 129 Market analysis > in practice 136 Organisational analysis > in practice > template 142 International comparisons > in practice 146 Benchmarking > in practice 151 Forecasting > in practice 154 Scenario development > in practice 158 Counterfactual analysis > in practice 165 Appraising Options 168 Multi-criteria analysis > in practice 169 Cost-benefit & cost-effectiveness analysis > in practice 174 Rationale for government intervention > in practice 178 Planning Delivery 181 Change management > in practice 182 Institutional change > in practice 186 Designing an implementation plan > in practice 188 Appendix External Links 191 Templates 196 Subject Index 201 Strategy Survival Guide Page 4
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Introducing Strategy An Introduction to Strategy in Government Strategies help organisations think through what they want to achieve and how they will achieve it. Putting strategies into practice and acting strategically ensures that they are focused on the things that really matter – not buffeted by events or short-term distractions – and are able to allocate their resources accordingly. There is a huge literature on strategy in business and in warfare; strategy in government is similar, but tends to be more complex. It generally involves multiple goals rather than one single bottom line and it is implemented through a wide range of policy instruments, including laws, taxes and services. Far from being a neat linear process, it is shaped by unexpected events and political pressures. It also often needs to be more visible and accountable than strategy in other fields. As a rule, the best strategies in governments and public services are: • clear about objectives, relative priorities and trade-offs • underpinned by a rich understanding of causes, trends, opportunities, threats and possible futures • based on a realistic understanding of the effectiveness of different policy instruments and the capacities of institutions (strategies that work well on paper but not in practice are of little use) • creative - designing and discovering new possibilities • designed with effective mechanisms for adaptability in the light of experience • developed with, and communicated effectively to, all those with a stake in the strategy or involved in its funding or implementation. Strategies vary greatly. Some are very precisely defined and imposed top-down through organisational hierarchies. Others emerge in a more evolutionary and co-operative way from discussions, experiments and learning. In either case, taking a strategic approach should ensure that decisions on strategic direction, policy design and delivery are seen as an end-to-end process of change management, with constant testing, feedback, learning and improvement. In a democracy, the end purpose will be to create public value – services and outcomes that are valued by the public. Policies need to be developed within the framework of a longer-term strategy, taking into account the practicalities of implementation. All strategies need to be adaptable, with quick feedback and effective information flows to respond to new information, and take account of changing circumstances or unexpected events. High level goals public and user feedback consultation and engagement Trends and futures Strategic Direction Policy Design Delivery Outcomes Context and constraints Measurement and analysis testing, piloting and continuous learning Adaptability Strategy Survival Guide Page 5
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Page 8 and 9: A Framework for Strategic Direction
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WHY ...are you telling me this? SO
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Strategy Survival Guide Version 2.1
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Try to put into practice the princi
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Encouraging creativity In Practice:
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There are clear differences between
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Identifying key stakeholders and th
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Engaging with stakeholders Having i
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• What channels do we know don’
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Preparing the Story Once you have a
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development process include brainst
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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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Strategy Survival Guide

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