Episode F.002 Strategy & OD Consulting Practice

28/4/2020

Strategy & Organizational Development Services
Practice Domain

A knowledge base of professional services focused on improving the long term, strategic health of a company. The Strategy component covers general business planning, organizational design and development, initial public offering, and the strategic aspects of mergers and acquisitions. The Organizational Development component focuses on systematic change to achieve strategic goals.

2.1 Organizational Strategy
A consistent pattern of decision making. Firms not only respond to changes in the environment, they also act to influence and co-create them. Often this is limited by the constraints from top managements attitudes, beliefs and access to information.

2.1.1 Market Research.
2.1.2 Strategic Landscape
2.1.3 Value Mapping
2.1.4 Value Proposition
2.1.5 Strategic Initiatives:

2.2 Market Segmentation & Branding
Based on Market Research, it is a subset (called the Specified Available Market or SAM) of the entire market (Total Available Market or TAM). It is made up of people or organizations sharing with one or more characteristics that cause them to demand similar products and/or services based on features and price. Identifying SAM is based on the following criteria: it is distinct from other segments (different segments have different needs), it is homogeneous within the segment (exhibits common needs); it responds similarly to a market stimulus, and it can be reached by a market intervention.

2.2.1 Target Markets
2.2.2 Organizational Branding
2.2.3 Product & Service Branding

2.3 Organizational Design
This is often the most neglected element in the entire strategy process. Most businesses structure first, usually functionally, and the subsequent organization becomes a hindrance to excellence.

2.3.1 Business Models
2.3.2 Growth Stage
2.3.3 Vertical Alignment
2.3.4 Organizational Structure

2.4 Strategy Planning
The process of defining strategy, or direction, and making decisions on allocating resources to pursue this strategy, including capital and people. Various business analysis techniques can be used in strategic planning, SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats); ECCP analysis (Economic, Competitor, Customer, and Product (Service)); STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors); and EPISTEL (Environment, Political, Informative, Social, Technological, Economic and Legal); RESZ (Regulatory, Economic, Scientific, Zeitgeist). Based upon market intelligence and decisions made in the Organizational Strategy and Market Segmentation and Branding steps, the major elements of Strategy Planning are the Yearly Plan, Internal Venture Capital, and Tactics and Budgeting.

2.4.1 Yearly Plan
2.4.2 Internal Venture Capital
2.4.3 Tactics & Budgeting

2.5 High Performance Culture
The collection of belief's, assumptions, symbols, and stories told within the organization. Culture in most organizations is a defacto occurrence; based upon the vision-mission-vales, value proposition, brand, structure, policies and procedures, etc. - it happens without conscious action. When the culture conflicts with how the organization operates, culture usually wins, and is typically dysfunctional. Organizations that excel in their niche and industry have chosen their culture and manage it closely; it must fit the brand, business model, and operations.

2.5.1 Purpose
2.5.2 Cultural Archetypes
2.5.3 Vision-Mission-Values

2.6 Change Management
A structured approach to transitioning individuals, groups and organizations from a current state to a desired future state. Effective Change Management aligns groups’ expectations, communicates, integrates teams and manages training. It makes use of metrics, such as a vision of the future, business objectives, communication effectiveness, the perceived need for change, and front line ownership of the implementation plan. It is a core skill for all professional services.