The current COVID-19 situation is first and foremost a health concern. We must keep our people and workplaces safe and reduce the risk to our families and communities. The secondary challenge is keeping the wheels of our economy and businesses turning. Decisions still need to be made, strategies and plans developed, and we still have to bring together groups for powerful, meaningful collaboration if we are to continue to deliver as best we can through turbulent times. In light of this, we thought we’d share five practices for conducting successful remote/digital workshops.
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Hard though it is, choreographing a great strategy workshop, with meaningful, compelling outcomes is only half the battle. The other half is doing something with them – committing to a series of interrelated next steps and getting them done. While it’s not hard to justify the dollar investment in your strategy workshop, it is important to get full value from the workshop outcomes.
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Cascading strategy throughout your organisation is a key ingredient in successful strategy execution. Ensuring your organisation’s strategic objectives are clearly reflected in functional, geographic, and business-unit strategies, and explicitly linked to budgetary and performance is critical.
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Looking for an external facilitator but don’t know where to start? Feeling like the search is just pot luck? In this article we discuss how our expert facilitators can add exceptional value to your event and turn your decision from plain ‘pot luck’ to feeling like you’ve won the trifecta!
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Undertaking robust analyses of what’s happening in the world, the industry, and within organisations, is critical for clients to build an evidence base and a common reference point to draw upon when engaging in strategic thinking and strategic planning. We suggest that clients adopt a diagnostic approach that sorts data into patterns, and replaces the overwhelming complexity of reality with a simple story from which levers for action can be identified.
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A recent focus in many of our strategy workshops has been to consider two important strategic questions – 1. Where should we compete? 2. How will we win there? This approach to strategic thinking gives rise to interesting, engaging and ultimately useful strategic discussions at the executive team and board level.
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At Strategic Facilitators we are often asked about our definition of strategy, and in particular about the difference between setting a strategic direction and strategic planning. Watch this short video to learn about our approach.
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Getting started on vision discussions can be hard. At Strategic Facilitators we use these five techniques to help kick start vision discussions and stimulate new ideas.
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At Strategic Facilitators we are passionate about helping our clients build a culture of innovation within their organisations, and design thinking is one of the tools we use to help approach strategic problems and innovation from a different perspective.
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At Strategic Facilitators we encourage the Executive Teams and Boards we work with to embrace strategic thinking as an essential component of the strategy and planning process. Our approach is to seed these discussions with targeted strategic questions which we introduce at the beginning of strategy and planning processes.
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