Nimble positioning: strategy and governance for digital By: Stephen Emmott
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Nimble positioning Stephen Emmott, J.Boye
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Transcript of Nimble positioning: strategy and governance for digital By: Stephen Emmott
Nimble positioningStephen Emmott, J.Boye
Agenda
● 09:00 Start● 10:20-10:40 Break● 12:00 End
About me
● [acting] Head of Research, J.Boye● Head of Digital Communications, LSE● Academic background in cognitive science.● Worked in higher education and web/digital
sectors since 1993.● Started working professionally with the
Internet/Web in 1994.
About this tutorial
● Look at strategy and governance from a practical rather than theoretical perspective.
● Avoid debilitating procrastination.● Stay grounded in terminology that is current
and shared.
http://www.jasondavies.com/wordcloud/
Exercise (10 mins)
Expressed in keywords and phrases, what is strategy in your organisation?
Instruction: discuss; record on mindmap.
Strategy
“a plan of action designed to achieve a long-term or overall aim”
https://www.google.co.uk/search?q=define+strategy
Key point
● Indirect connection between action(s) and outome(s).
Carl von Clausewitz
Strategy:
“the use of engagements for the object of war”
http://en.wikipedia.org/wiki/Carl_von_Clausewitz
Helmuth von Moltke
Strategy:
"No plan of operations extends with certainty beyond the first encounter with the enemy's main strength"
http://en.wikipedia.org/wiki/Helmuth_von_Moltke_the_Elder
http://en.wikipedia.org/wiki/Carl_von_Clausewitz
Helmuth von Moltke
Strategy:
"Strategy is a system of expedients."
http://en.wikipedia.org/wiki/Helmuth_von_Moltke_the_Elder
http://en.wikipedia.org/wiki/Carl_von_Clausewitz
Richard Rumelt
Strategy:
“Coherent mix of policy and action designed to surmount a difficult challenge.”
Good Strategy /Bad Strategy
Michael E Porter
Strategy:
“[...] the creation of a unique and valuable position, involving a different set of activities.”
What is Strategy?
Michael E Porter
Strategy:
“[...] the creation of a unique and valuable position, involving a different set of activities.”
Scope of strategy
Corporate
Business unit
Functional
Scope of strategy
Corporate
Business unit
Functional
By Gilles San Martin from Namur, Belgium (Moth camouflage Uploaded by Jacopo Werther) [CC-BY-SA-2.0 (http://creativecommons.org/licenses/by-sa/2.0)], via Wikimedia Commons
By Gilles San Martin from Namur, Belgium (Moth camouflage Uploaded by Jacopo Werther) [CC-BY-SA-2.0 (http://creativecommons.org/licenses/by-sa/2.0)], via Wikimedia Commons
Key terms
● Aims● Objective● Activity (Procedure)● Asset
Aim
“a purpose or intention; a desired outcome”
https://www.google.co.uk/search?q=define+aim
Objective
“a thing aimed at or sought; a goal”
https://www.google.co.uk/search?q=define+objective
Activity
“a thing that a person or group does or has done”
https://www.google.co.uk/search?q=define+activity
Procedure
“an established or official way of doing something”
https://www.google.co.uk/search?q=define+procedure
Asset
“a useful or valuable thing or person”
https://www.google.co.uk/search?q=define+asset
Exercise (10 mins)
If you are given a strategy, what will happen?
Method: discuss.
Key point
● Aims and objectives [ends] result from activities carried out by or using assets [means].
Key point
● Strategy is the ongoing alignment of assets and their activities to objectives in pursuit of aims.
http://www.jasondavies.com/wordcloud/
Exercise (10 mins)
What is governance in your organisation?
Method: discuss; record on mindmap.
Governance (govern)
“control, influence, or regulate (a person, action, or course of events)”
https://www.google.co.uk/search?q=define+govern
Management
“the process of dealing with or controlling things or people”
https://www.google.co.uk/search?q=define+management
Essential concepts
● Role● Responsibility● Authority● Policy● Decision
Role
“the function assumed or part played by a person or thing in a particular situation”
https://www.google.co.uk/search?q=define+role
Responsibility
“the opportunity or ability to act independently and take decisions without authorization”
https://www.google.co.uk/search?q=define+responsibility
Authority
“the power or right to give orders, make decisions, and enforce obedience”
https://www.google.co.uk/search?q=define+authority
Policy
“a course or principle of action adopted or proposed by an organization or individual”
https://www.google.co.uk/search?q=define+policy
Decision
“a conclusion or resolution reached after consideration”
https://www.google.co.uk/search?q=define+decision
Key point
● Decisions and outcomes are governed; assets and activities are managed.
Aims and objectives
Service
“a system supplying a public need such as transport, communications, or utilities such as electricity and water”
https://www.google.co.uk/search?q=define+service
Product
“a thing or person that is the result of an action or process”
https://www.google.co.uk/search?q=define+product
Service
“the action of helping or doing work for someone”
https://www.google.co.uk/search?q=define+procedure
Key point
● Products and services often deliver on aims and objectives and are therefore a proxy for these at the functional level.
Model
Exercise (30 mins)
Identify one person’s key challenge that is shared by or interest to all and map out the aims and objectives that stem from this.
Method: group session using XMind.
Assets
Exercise (15 mins)
Identify the current assets available to deliver against the objectives.
Method: group exercise using XMind.
Activities
Exercise (15 mins)
Identify the activities carried out by or using the assets.
Method: group session using spreadsheet.
Exercise (10 mins)
Map the activities to objectives.
Method: group exercise using spreadsheet.
Exercise (30 mins)
Identify changes to activities and assets required.
Method: group exercise using spreadsheet.
Model
Conclusions
● Strategy equates with position and being able to change position.
● Position is defined by activities and assets.● Aims and objectives seek to indicate the
position that delivers gain versus loss.● Positioning may involve fine adjustments or
major change.
After the meeting1. Richard Rumelt’s lecture at LSE titled after his book “Good Strategy/Bad
Strategy: the difference and why it matters” - see https://www.youtube.com/watch?v=UZrTl16hZdk
2. “What is Strategy?” by Michael Porter - see http://hbr.org/product/what-is-strategy/an/96608-PDF-ENG
3. Jeff Bezoz's “1997 letter to shareholders” - see http://benhorowitz.files.wordpress.com/2010/05/amzn_shareholder-letter-20072.pdf
And if you can make the time:4. “Good Strategy/Bad Strategy: the difference and why it matters” by Richard
Rumelt - see http://goodbadstrategy.com/
