Strategy dynamics makes crystal-clear the fundamentals of how any organisation -
or any part of it - work and perform:
So it works for you, if you are a CEO, general manager or part of a senior team, a functional
specialist in HR or marketing for example, a consultant or accounting advisor, an entrepreneur,
or a business analyst.
As a CEO, general manager, or member of a leadership team you need confident answers to
strategic questions - why the organisation's performance is progressing as it is, and how
that performance can be improved and sustained into the future.
You need specific and consistent policies to guide your decisions taking account of the
inter-dependencies between them. You need mechanisms to monitor and adjust those policies
and assess the likely outcomes of different choices.
Strategy Dynamics helps you control your destiny, with an approach to strategy development that:
As a consultant or business advisor, your clients want your help to explain why their
organisation's performance is progressing as it is, and how they can improve that
performance, sustainably into the future. Strategy Dynamics helps fulfil those
needs – because it is an approach to strategy development that:
As an entrepreneur trying to build a new venture from nothing, you have to persuade
investors to back your plans and there are few facts to go on. So investors'
support often comes down to little more than belief in the abilities of you and
your team. Strategy Dynamics offers both you and your backers much more confidence.
It makes crystal-clear:
Armed with a rigorous model of how your business will actually work and perform
raises the chances of getting the backing you need.
Strategic management of human resources is critical, but it can still be difficult to
demonstrate to senior colleagues the value of HR interventions. That’s because the
whole issue is beset by big challenges:
These are exactly the features that strategy dynamics deals with, as has been done frequently
for all kinds of HR challenges.
Strategic marketing management is critical, but features several challenges:
These are just some of the complexities in marketing that are unavoidably dynamic in
nature – how the system behaves over time is what matters — and for which strategy
dynamics is the only viable solution.
Investors and analysts are under pressure as never before to cut the short-termism that
infects management and causes such economic damage. But existing analysis methods are
no help in getting from firms' strategy statements to what investors want — sustained
growth in free cash flow. But there is hope …
The world's largest accounting firms and regulators form the International Integrated Reporting
Council www.theiirc.org, working on guidelines
for Integrated Reporting – "… a concise communication about how an organization's
strategy, governance, performance and prospects, in the context of its external environment,
lead to the creation of value over the short, medium and long term.". The guidelines also
require reporting of social and environmental impacts. This needs:
To date, no such model has existed, nor has there been any adequate definition of the
elements required to produce such a model, so efforts at Integrated Reporting remain
qualitative, judgemental and overly complex.
The objective is challenging to fulfil because of the problematic features of any
business system — accumulation processes, interdependence, feedback and threshold
effects. But these are precisely the mechanisms in complex systems (such as a business)
that strategy dynamics is designed to deal with - explicitly and quantitatively.
See a summary of the solution at
http://sdl.re/IntegratedReporting (Video 33 mins).