Tool 2. STRATEGY PLANNING & ANALYSIS

About This Tool

When leadership teams come together to "plan their strategy," many of them make the mistake of spending too much of their time on the same things. They have mounds of data generated and compiled and then get bogged down in questioning and interpreting it. Or they spend a lot of time on philosophizing or generalizing, and not enough time discussing the down-to-earth realities and specifics of it. Or they develop an insightful and compelling strategy, but spend insufficient time planning the implementation of it.

There are hundreds of models out there suggesting various ways to avoid these mistakes and develop effective strategies. Some are too basic to provide any real depth of thought, while others are too complex to wade through and digest. This tool is intended to help the HR leader make valuable contributions to the strategy process by adding straight-forward insights and ensuring the strategy is developed, analyzed and sharpened in a way that increases its potential to succeed. The tool pulls together some of the key penetrating questions we've used, or seen used, in the field. With them, you can add the rigor, reality, and value that are missing in many strategic processes.

Using This Tool

The Strategy Planning & Analysis tool can be used in conjunction with the Strategy Framework also included in this module, or it can be used with other frameworks. The tool is a series of questions that prompts sound thinking and discussion that can help teams build an effective strategy. The questions are organized into three sections: Strategy Development; Strategy Implementation; and Organizational Factors. The Strategy Development section is further broken down into: Customers, Markets & Products; Competitors; Suppliers & Alliance Partners; and Rigor & Focus.

There are over 50 questions in all. We suggest the questions be used very selectively and judiciously to help facilitate, challenge and clarify the discussions of your management team and the conclusions they draw. It's important that you not come across as trying to: slow the process down, drive it towards a particular agenda, or make everybody else look bad. You should do your homework and be ready to offer your point of view or alternatives to consider wherever possible. This is especially important on any organizational or people related issues, plans or discussions. Remember, you want to be a contributor, not a second-guesser.

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