Strategic Awareness

Just look at the many job descriptions you see in large organisations – isn’t it surprising how many contain the words “strategy” and “strategic”? Why does this happen?

Somehow the word “strategy” has taken on a meaning of self-importance. It implies gravitas. And the output from all these strategists does indeed involve the production of lots of strategies – marketing strategy, HR strategy, compensation strategy, reward strategy, pen utilisation strategy and lunch component prioritisation strategy, to name but a few.

What is going on?

Over-use of the word “strategy” is diluting its real meaning. Ask most employees what their business’s strategy is, and they probably can’t tell you. This dilution and lack of awareness has a detrimental impact on what the business is there to achieve – creation of shareholder value.

What does “strategy” actually mean?

The word is derived from the Greek strategia, which means generalship, and in particular the art of directing military movements. This strategy determines the broad thrust – how the war is to be won. Activities to support strategy are called tactics – from the Greek taktika – which means the art of manoeuvring military forces.

There is a very clear difference between a strategy – providing direction – and tactics – doing something.

So why does this distinction matter? In the corporate world, organisations need a strategy – one strategy – the business strategy. And they also need to know how to go about achieving this purpose, and how to organise and mobilise the corporate resources to do so.

And if everyone knows what the strategy is, then it will not be misunderstood, and it may lose its mystique.

Each programme we run is designed specifically to meet our clients’ individual needs. The content will ultimately depend on things such as the industry that the client operates in; the roles delegates undertake and the specific issues the business wishes to address (for example issues may include thinking outside of the persons own environment, strategy formulation or implementation of a strategic plan).

The example content areas detailed below are provided for illustration purposes and give an indication of the topics typically covered in many of our strategic awareness programmes.

Why strategy is important. Establishes the link between shareholder value and the strategy required to achieve it

The external environment. Introduces tools such as LEPEST, Porter’s 5 Forces, the Boston Matrix and Life Cycles as a way of making sense of the outside world

Growth strategies. Considers the implications of different approaches – such as diversification and market development

The financial statements. Explores how strategy will impact on the financial performance of the business

Strategy implementation. Using a variety of tools and case studies explores how strategy can best be implemented in an organisation – from both operational and people perspectives

Strategic analysis. Using case studies, participants can assess strategies undertaken by businesses, to identify inherent strengths and weaknesses. Do the operations of the business actually reflect the strategy?

SWOT - so what? Beyond simple SWOT analysis into what the SWOT says about the business – and how it should act accordingly

How you can make a difference. Investigates how delegates can put their learning into action back in the work place

This list is not exhaustive so please talk to us if you don’t see what you are looking for.