The fourth and final vector of THE LEADERSHIP COMPASS is ‘Strategy.’ The previous blogs described the other three dimensions from this Total Business Success ™ model. While many organizations seek to focus on this area first, it is important to recognize that the other three vectors are essentially the pre-requisites for successful strategy execution. A recent survey of CEO’s verified this when 90% of them indicated that their #1 priority concern is the ability to successfully execute their organization’s strategy. That said, this fourth dimension is vital for sustained business success. In this blog, we will cover some of the key dimensions and related insights that produce high performance in the area of strategy. The practical model we have used with clients at Life Associates and The Center For Managing By Values is what we call the “3-D” strategic development system.
The first “3-D” phase is Discovery. It begins with linking the organization’s clearly defined, driving front-end Culture engine of its vision, mission, and values as the boundaries for its strategic focus. Other key components in this phase include determining the organization’s Strategic Development Readiness since our experience indicates that most organizations are not fully ready to effectively do so by themselves. Another essential activity at this phase is conducting sound Environmental Scanning of external opportunities and threats as well as key internal strengths and weaknesses.
The second “3-D” phase is Deciding. The strategies that organization’s consider and select should consist of both Offensive Strategies for growing it as well as Defensive Strategies intended to protect its stability and survival. Much has been written recently about the irrelevancy of widely-used strategic analysis approaches due to the 
changing, unpredictable, and dynamic realities of today’s business world. As a result, these risks are being minimized by most enlightened organizations through Scenario Planning that considers a range of likely business conditions, related strategies, and action plans for each. When selecting strategies, many organizations lack sound, disciplined Strategy Tests for rationally assessing the fit with both their desired results as well as their capacity to achieve these. And, different strategies typically are required and likely to vary in their degree of success based upon the size and performance level (lower, higher) of an organization—what we refer to as their Business Plateau. This phase of strategic development ends with identifying a doable, high impact set of Strategic Priorities in ways that allows for flexibility if conditions change or it is later discovered that key conclusions were not accurate. Once again, too many organizations have too many priorities that cannot successfully be executed. I have always found it worth noting that even very large mega-corporations I have worked with that are resource rich typically limit themselves to 3 key strategic priorities at any point in time. Once one has been accomplished at the expected level, then another new third priority may then be added as the other two move up.
The final “3-D” phase is Doing. Here the focus is on Key Implementation Actions must provide awareness, commitment, proactivity, coordination, urgency, and adaptability. And, Common Execution Problems such as lack of buy-in by those required to successfully deliver these results, failure to use sound business implementation tools, assigning key initiatives, tasks to people who lack either the commitment or capability to successfully execute. Sound Action Planning, on-going monitoring and adjustments by management, and Contingency Actions Management (for both better, worse or different than expected scenarios) are key elements that distinguish higher versus lower performing organizations in this final phase, realizing the 3-D approach is a cyclical one repeated at those intervals required depending on the nature of the organization, its industry, and marketplace (which may range from 1 yr. in dynamic, evolving industries to 3 yrs. in more mature, sunset industries).
If you would like a complimentary copy of our Strategic Readiness Assessment to determine your own organization’s likelihood for sustained success in this vector contact me at drmichaeloconnor@centerformbv.com. I will be glad to send you this tool as another valuable member benefit in the TrainingIndustry.com Leadership Community.
