Class 1: - Performance Through Time
The challenge in managing strategy is to improve performance steadily over time (profits, quality, sales…). We start with how to define this objective in different cases.
1.0 Summary segment
1.1 Appropriate objectives
1.2 Strategy and Business Value
Class 2: Resources Drive Performance
We achieve performance by building up resources (customers,staff, products, capacity, cash…). We show how to define and measure these, and their links to the performance we want to improve.
2.0 Summary segment
2.1 Standard types of resource
2.2 Specific resource types
Class 3: Resources accumulate
It is hard to build resources because it takes time, and they can be lost. We explain how resources "flow" in and out of the business, and how this changes the amount of resource we have over time.
3.0 Summary segment
3.1 Getting it right
3.2 Accounting for resources, and cash
3.3 Supply resources and flow
Class 4a: Interdependency
We need some resources to build others (a good product-range to win customers, for example). We explain how to map these interdependencies and how this controls our ability to grow and sustain resources.
4a.0 Interdependence and feedback. Summary
4a.1 Feedback
4a.2 Self-dependence, potential resources and product diffusion
Class 4b The Strategic Architecture
The system of inter-dependent resources at the heart of any business is "the strategic architecture". We explain how this system explains the way performance changes over time, and how it can be used to manage the future.
4b.0 The "strategic architecture". Summary
4b.1 Implementing the generic structure
4b.2 Costs of sustaining and growing resources
4b.3 The business as a cash-generating "machine"
Class 5. Resource attributes
Resources vary in certain key characteristics (customer size, product appeal, staff skill…). We show how these important attributes change over time, how they can be managed, and the impact they have on business
performance.
5.0 Resource Attributes: Summary
5.1 Attributes: Doing it right! -
5.2 Working with the customer quality-curve
5.3 Resources with multiple attributes
5.4 When one resource brings access to another
Class 6. Resource development
Often resources cannot be simply brought into existence in a single step
but have to be developed through stages (making customers aware and informed,
before they buy, or promoting staff, for example). We explain these stages
and how management choices can push resources through the pipeline quickly.
6.0 Developing Resources: Summary
6.1 Developing Resources: Doing it right!
6.2 The customer "choice pipeline"
6.3 Deteriorating Resources
Class 7. Competition
Competition is mostly about winning, sustaining and holding on to important
resources, especially customers, but sometimes staff and other assets.
We show 3 universal mechanisms that – alone or in combination – drive
competition over time, and how to pick priorities amongst the many factors
that could be important.
7.0 Competition: Summary
7.1 Dealing with many competitors
7.2 Industry dynamics
Class 8. Policies and Decisions
It is not practical to make every important decision from first principles, every
time, so management use policies (decision guidelines) – these may be explicit or
just informal. We explain how a policy works, and how to add it to the business
system as a mechanism to ensure continuing strong performance.
8.0 Policies and Decisions Summary
8.1 The bigger picture of Strategy and Policy
8.2 Dealing with multiple objectives
Class 9. Intangible resources
Some resources are not easily measured or managed, but can still have an important
impact. We explain how to define and measure these intangible resources, and how
to understand and manage their impact on performance.
9.0 Intangible factors: Summary
9.1 Negative factors, thresholds and tipping points
9.2 Information-based resources
9.3 Quality-related intangibles
Class 10. Capabilities
Organisations can build and sustain resources better if they have a strong capability
for the task – a collective ability that is more than the sum of individual skills.
We explain what makes up a capability, and how it can be developed and sustained.
10.0 Capabilities: Summary
10.1 Operational Capabilities
10.2 The Power of Multiple Capabilities
Make the most of Strategy Dynamics
This wrap-up class discusses practical issues in making use of the method.