Transcript MINC Gathering 2

Welcome!
In 4s, each of you from a different
project, take turns to reflect on...
 Something recent at work that you want to
celebrate
 What you contributed to it being good
 What was in it (further down the line?) for
young people in CCC and how do you know?
 How did this contribute to your MINC
project’s overall strategy?
The Language of
Strategy
Domains of Strategy
Russian dolls...
 The strategy for your whole organisation
 The strategy for the MINC dimension of your
organisation
 The strategy for e.g.Workforce Development relating
to your MINC project
 The strategy for getting your e.g. Work with a PRU
embedded in the culture of that PRU
What is strategy?(1)
Strategy defines what an organization is, what
does, and why it does it [the mission] through a
pattern of: purposes, policies, programs,
actions, decisions, or resource allocations.
What is Strategy? (2)
 Why are we doing what we are doing?
 What do we need to do to fulfil our intended purpose?
 How exactly are we going to do what needs to be done?
 Who (or what) is going to make sure it's done?
What is strategy (3)
The 7S Framework
Strategy
Systems
Structure
Shared
Values
Staff
Skills
Style
Why strategy?
 Efficiency = doing things right
 Effectiveness = doing the right things
 Positioning your organisation for greatest impact, for
sustainability etc.
 Nurturing the emotional health of your organisation
and its staff through clarity, collaboration and control
Covey’s Circles of Concern and
Control
Concern
Control
Planning Strategically
1. Remit: mission, mandate, who should be involved?
2. Gathering information:
 MINC analysis
 Stakeholder analysis
 Internal and external environment: SWOT analysis
3. Identifying strategic issues and check for urgency and
importance
4. Set strategic objectives
5. Create a vision
Visioning or visualising
How will different stakeholders be thinking, feeling and
behaving as a result e.g. of your MINC project, in
March 2015?
Strategic Plans
If we want to be ‘there’ by March 31st 2015,
 where do we need to be by November 2014?
 and so where do we need to be by March 31st 2014?
 and so what do we need to do between now and March
2014?
Emergent strategy
Events blow us off course.
Does this mean our strategy is in tatters?
No:
 We take stock
 Anchored by our vision and values, we modify and
adapt
 The process of planning is equally as important as ‘the
plan’
The skills of acting strategically(1)
 See the whole: ‘wood for the trees’
"A strategic thinker has a mental model of the
complete end-to-end system of value creation, his or
her role within it, and an understanding of the
competencies it contains.”
 Scan and anticipate
 Think critically: repeatedly challenging
organisational and industry-wide assumptions
The skills of acting strategically (2)
 Intent-focused: grounded in the organisation’s values
and strategy, withstands distractions, less wasteful of
own and others’ emotional energy
 Intelligent opportunism: holding strategy while,
paradoxically, being open to new thinking and
opportunities.
 Align: regularly engaging stakeholders to manage
differences and build sustainable solutions
The skills of acting strategically (3)
 Interpret: continually connecting multiple data
points in new and insightful ways
 Decide: frequently testing assumptions, framing
problems and reaching difficult conclusions with
incomplete information
 Learn: constantly reflecting, individually and with
staff, on past successes and failures in order to improve
performance and encourage staff creativity
Testing, testing...
Does this material illuminate
a. what you are doing well? and why?
b. challenges with which you might
be struggling?