Strategy Survival Guide

More documents

Recommendations

Info

Encouraging creativity In Practice: SU Alcohol Misuse Project Creativity techniques can be helpful not only in generating new ideas, but also in approaching existing material in fresh and innovative ways. On the Alcohol project, for example, techniques were used by the team to ensure that the narrative of the Interim Analytical Report was clear, coherent, and accessible to a non-specialist audience. In order to crystallise the key points emerging from the report, the team set itself two exercises: • ‘Texting Tony’- where team members were required to summarise the report in writing, in the form of ten short sentences, as if they were sending a series of text messages to the Prime Minister; and • the Lift test - where team members were required to summarise the report orally, in two minutes, as if they were giving the Prime Minister an overview of its findings in a lift journey. The discipline of these exercises encouraged the team to isolate the headline findings emerging from their work. These headlines were subsequently used to structure the analytical report and its communications strategy. Strategy Survival Guide – Strategy Skills Page 60
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Skills > Managing People Giving & receiving feedback > in practice The project leader should give regular feedback on performance to each team member. Feedback over the course of the project will be mainly informal but where appropriate a formal appraisal or review as part of the Department’s performance appraisal process should be conducted (see the guidelines for the relevant Department. For instance, Cabinet Office guidelines can be found within the Personnel section of the CabWeb Intranet). Feedback exists for more than contributing to formal performance and pay processes: • The only way to increase effectiveness and productivity is by getting people involved and excited about their roles. • A culture based on trust and relying on ideas and shared values helps win the commitment of team members oriented around a common vision. • Leaders are more effective when they inspire performance from their team rather than when they force it. • Two way feedback is essential, to grow both the team member and the team leader. It is important to establish good communications patterns from the start: Vicious Circle Virtuous Circle Infrequent awkward feedback Frequent open feedback Untimely surprising demotivating Confusion defensiveness worse performance Understanding openness better performance Timely No surprises Motivating Strategy Survival Guide – Strategy Skills Page 61
Page 1:
Strategy Strategy Survival Survival
Page 4 and 5:
Strategy Survival Guide Version 2.1
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 12 and 13: Strategy Survival Guide Version 2.1
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
Page 60 and 61: Try to put into practice the princi
Page 64 and 65: There are clear differences between
Page 80 and 81: Identifying key stakeholders and th
Page 82 and 83: Engaging with stakeholders Having i
Page 86 and 87: • What channels do we know don’
Page 90 and 91: Preparing the Story Once you have a
Page 94 and 95: development process include brainst
Page 100 and 101: Reinforcing Loops A + Balancing Loo
Page 102 and 103: Structuring the thinking - Systems
Page 104 and 105: Opportunities • Where are the goo
Page 108 and 109: Structuring the thinking - PESTLE I
Page 110 and 111: Revolution This is creativity at it
Page 112 and 113:
For example, Sub-problem: My collea
Page 114 and 115:
Structuring the thinking - Creativi
Page 116 and 117:
Page 118 and 119:
in The Magenta Book) are rigorous m
Page 120 and 121:
Page 122 and 123:
• Avoid asking the same question
Page 124 and 125:
Expectations can be shaped by a num
Page 126 and 127:
Collecting data - Surveys In Practi
Page 128 and 129:
Page 130 and 131:
Collecting data - Interviews & focu
Page 132 and 133:
Step One: Define the problem explic
Page 134 and 135:
• Are the units correct? Step Sev
Page 136 and 137:
Analysing data - Modelling In Pract
Page 138 and 139:
Page 140 and 141:
The Five Forces Framework can be us
Page 142 and 143:
References Structure, Conduct, Perf
Page 144 and 145:
Page 146 and 147:
Symbols • What language and jargo
Page 148 and 149:
Page 150 and 151:
• Put a contact name, telephone n
Page 152 and 153:
Learning from others - Internationa
Page 154 and 155:
4. Functional Benchmarking or Gener
Page 156 and 157:
Page 158 and 159:
Strengths • Quantitative forecast
Page 160 and 161:
Page 162 and 163:
3. Bring drivers together into a vi
Page 164 and 165:
Scenario development In Practice 1:
Page 166 and 167:
Scenarios used in the Strategy Unit
Page 168 and 169:
groups at random. In other words, t
Page 170 and 171:
Page 172 and 173:
events. There are a number of diffe
Page 174 and 175:
Multi-criteria analysis In Practice
Page 176 and 177:
Page 178 and 179:
Cost-benefit & cost-effectiveness a
Page 180 and 181:
Page 182 and 183:
For further material, see the Ratio
Page 184 and 185:
Page 186 and 187:
Compelling vision for action - the
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Designing an implementation plan In
Page 194 and 195:
Creating Public Value http://www.nu
Page 196 and 197:
National Statistics http://www.stat
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Driver trees 97 Econometric modelli
Page 206 and 207:
management 17, 20, 27, 34, 45 outpu
Page 208:
Strategy Unit, Admiralty Arch, The
show all

Strategy Survival Guide

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?