This document walks the leadership of an organization through the key questions that will help determine organization\'s preferred future path, including the specific initiatives that will lead to the changes required, and a measurement system that will help ensure that the change is realized as expected.

1. Governance Dynamics:
Strategic Management Model
BUSINESS
STRATEGY
PROCESS
DESIGN
TECHNOLOGY ORGANIZATION
DESIGN DESIGN
CULTURE
1
@Judith A Graham 2008

2. Key Questions
• Who are we?
• What is changing within us, and around us?
• What do we want to become?
• How do we need to change?
• What actions will provide the required change?
• How will we know whether or not our actions getting us
the change we want?
2
@Judith A Graham 2008

3. Current State
Who are we?
• What is our past?
• What is our current status?
• What has changed recently?
– Customers
– Competitors
– Staff
– Processes
– Technology
3
@Judith A Graham 2008

4. Current Process Model
How does our work get done today?
Suppliers Core Processes
Inputs Outputs Customers
Support Processes
4
@Judith A Graham 2008

5. Competitive Landscape
How is the competitive landscape changing?
Regulatory Change
Potential
Entrants
Socio-demographics
Economic Change
Suppliers Current
Customers
Competitors
Substitutes
Technological Disruptions 5
@Judith A Graham 2008
M. Porter, Five Forces +

6. Purpose Statement
Why do we exist?
• Our purpose is…. • Our purpose is not...
6
@Judith A Graham 2008

7. Visioning Exercise
What could the future look like for our organization?
• Ten years from now
– Who are our customers?
– What are our customers saying about us?
– What type of place is this to work?
– What are our employees saying about us?
– What are our shareholders saying about us?
– What are our competitors saying about us?
7
@Judith A Graham 2008

8. Mission Statement
What do we aspire to become, create or achieve?
Do what,
for whom,
by when?
8
@Judith A Graham 2008

9. Critical Success Factors
What must we have or do to achieve our mission?
9
@Judith A Graham 2008

10. CFS Prioritization
What are the critical few CSFs?
High
HIGHEST PAYOFF
Low
Low Medium High
10
Effort
@Judith A Graham 2008

11. Change Initiatives
How must our organization change to achieve each critical CSF?
(process, people, technology)
11
@Judith A Graham 2008

12. Initiative Panels
How will we track our progress?
CSF Measures Targets Initiatives Responsibility Status
• • • • •
• •
• • • •
• • •
•
•
•
12
@Judith A Graham 2008

13. Balanced Scorecard
How will we know if our actions are achieving the mission?
Financial
Measures Targets
Customer Internal Processes
Measures Targets Measures Targets
Learning & Growth
Measures Targets
13
@Judith A Graham 2008