Cartegic Group - Strategic Scenarios for Resilient Organizations    

bar

 

Practical Strategy

Practical Strategy
Making Predictions
Breaking Rules
Engineering Knowledge
Consulting 'Sins'
Facilitating Debate

Cartegic Group embraces a set of principles we call "Practical Strategy" that has us aligned as co-developers of resilient strategy that is:

  • Unique to the organization
  • Compelling in the marketplace
  • Actionable in practice
  • Aware of fundamental uncertainties
  • Responsive to rapid change

In order to achieve these objectives, we structure our engagements around the following five basic principles:

1) Gather multilateral input, by investigating and/or talking to a representative sample of the executives and managers, front-line employees, customers, potential customers, partners, suppliers, competitors, regulators, distribution channels, analysts and pundits. It's not essential that everyone's opinion be given equal weight, but good ideas often emerge in unexpected quarters, and the benefits of buy-in can help in implementation.

2) Conduct an open, transparent process that brings hidden agendas out into the open. Involve, inform and gain the commitment of those who will need to implement the results. It's also important in order to get the best ideas out on the table and to avoid any distortions in analyzing them

3) Take a holistic view to ensure that plans make sense from multiple perspectives. What works financially may not work for marketing and vice versa. Engaging multiple functions in the development of a business, IT or marketing strategy ensures not only that plans are more robust, but also that they can be executed in a fiscally responsible, coordinated fashion.

4) Develop multiple scenarios to avoid being blindsided by sudden change. Simply knowing that a strategy is wrong before everyone else does can be a huge advantage. In thinking about divergent alternatives, an organization can also begin to develop business models, technologies and strategies to capitalize on emerging opportunities that others may not recognize as quickly.

5) Drive to decisions rather than engaging in endless academic debate. Success in business today is much like running a whitewater river. New challenges come up quickly, and must be dealt with quickly. Failure to make a decision can lead to disaster. But so can making a wrong one. Pre-thinking and rehearsing potential challenges (as well as opportunities) can ensure a more rapid, effective response when things begin to change suddenly.