Developing Level 3 Strategic Power

Maximizing Strategic Power

The focus of this step in the strategic transformation process is the analysis, definition, planning, and evaluation needed for Developing Level 3 Strategic Power. During step 2 of the transformation process, Establishing Urgency, the desired level of strategic power was selected. The competencies addressed in Developing Level 1 Strategic Power are a prequisite to and are included in Developing Level 3 Strategic Power.

The goal of this step is to achieve enterprise-wide change by innovating or reinventing your company's strategic direction and implementing reinventive or disruptive differentiation. This step also includes additional external and internal assessments and the development and use of scenario building to validate and stress-test strategic direction and differentiation.

Developing Level 3 Strategic Power — Actions And Outcomes

Key actions and outcomes associated with Developing Level 3 Strategic Power during this step of the transformation process include confirming, innovating, reinventing, or disrupting:

  • Why you are in business and what business you are in.
  • The specifics of the current strategic direction.
  • Values, purpose, mission, and vision.
  • Customer value proposition and strategic differentiation.
  • Currently-used business intellegence and its impact on strategic planning and enterprise alignment.
  • Transformation Leadership Team consensus, buy-in, and commitment.
  • Stakeholder change management and communication.

In addition, working closely with and through the Transformation Leadership Team, this step of the transformation process also includes strengthening the strategic planning and transformation process by:

  • Assessing the external general business environment and trends.
  • Assessing your industry environment and trends - customer and competitive forces.
  • Evaluating your internal business environment - performance enablers and hinderances, capabilities.
  • Identifying other factors affecting strategic direction.
  • Identifying and rank ordering major forces by impact.
  • Planning, developing, and evaluating strategic scenarios.
  • Determining how best to compete.
  • Using strategic scenariors to challenge assumptions and stress-test strategic direction.
  • Updating strategic direction based on scenario stress-testing.
  • Identify enterprise strategic themes.
  • Buidling Transformation Leadership Team and Key Stakeholder consensus, buy-in, and commitment.
  • Stakeholder change management and communication.

With extensive experience leading and participating on virtual teams, advising, briefing, coaching, and facillitating can be effectively and successfully conducted virtually enabling your Leadership Team and Stakeholders to fully engage with the transformation process without having to be in the same location.