{"id":532,"date":"2006-09-29T01:00:20","date_gmt":"2006-09-29T09:00:20","guid":{"rendered":"https:\/\/systematichr.com\/?p=532"},"modified":"2006-08-05T15:20:38","modified_gmt":"2006-08-05T23:20:38","slug":"creating-strategy-part-4","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=532","title":{"rendered":"Creating Strategy Part 4"},"content":{"rendered":"<p class=\"MsoNormal\">I <a href=\"https:\/\/systematichr.com\/?p=487\">recently posted<\/a> that the creation of strategy was better served by being flexible and agile than creating concrete plans.  Here\u2019s part 4:<\/p>\n<p class=\"MsoNormal\" style=\"margin-left: 0.5in\"><strong>9. Think Scenarios, not Predictions  <\/strong>    ((Millard, Rob, June 5, 2006.  \u201cIncreasing Your Strategic Clock Speed.\u201d  Retrieved from <a href=\"http:\/\/www.robmillard.com\/archives\/the-strategy-process-increasing-your-strategic-clock-speed.html\">http:\/\/www.robmillard.com<\/a> on August 6, 2006.))<\/p>\n<p class=\"MsoNormal\" style=\"margin-left: 0.5in\">The future is too complex to accurately predict. It is pointless trying. What can (and should) be done is for firms to consider a range of possible eventualities and how well (or not) their strategy would measure up were these to occur. This leads to a far more flexible approach to strategy which, in turn, increases execution clock speed.<\/p>\n<p class=\"MsoNormal\">We go back to my and Rob\u2019s assertion that the creation of strategy was better served by being flexible and agile than creating concrete plans.    ((Millard, Rob, August 5, 2006.  \u201cCreating Prepared Minds.\u201d  Retrieved from <a href=\"http:\/\/www.robmillard.com\/archives\/-234-creating-prepared-minds.html\">http:\/\/www.robmillard.com<\/a> on August 6, 2006.))  (Points originally derived from Beinhocker, Eric)    ((Beinhocker, Eric, June 19, 2006. \u201cCreating Strategy in an Unknowable Universe,\u201d HBS Working Knowledge. Harvard  Business School. Retrieved from <a onclick=\"javascript:urchinTracker ('\/outbound\/hbswk.hbs.edu');\" href=\"http:\/\/hbswk.hbs.edu\/\">http:\/\/hbswk.hbs.edu<\/a> on July 3, 2006.))    Basic MBA stuff here, but I hate probabilities.<\/p>\n<p class=\"MsoNormal\">#9 on Rob\u2019s list possibly should have been #1 because it\u2019s really the first thing you do.  The definition of your strategy is not about situating your organization in today\u2019s marketplace, but in all possible eventualities.  Rather than trying to achieve a state of perfection today, create an environment that positions the organization advantageously in probable future scenarios.<\/p>\n<p class=\"MsoNormal\">OK, I can\u2019t really help you out if a scud missile hits corporate headquarters, but let\u2019s face it: we don\u2019t know what\u2019s going to happen in China and India 5-10 years out, predicting the true impact of the supposed \u201ctalent drain\u201d is difficult to impossible, and technological innovations to aid our work is ever expanding.  It doesn\u2019t matter that you chose the best strategy for what you think might happen, but that you chose a strategy that addresses multiple possible outcomes and your organization is agile enough to change tactics as needed.<\/p>\n<p class=\"MsoNormal\">Thanks again to Rob for the <a href=\"http:\/\/www.robmillard.com\/archives\/the-strategy-process-increasing-your-strategic-clock-speed.html\">source article<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>I recently posted that the creation of strategy was better served by being flexible and agile than creating concrete plans. Here\u2019s part 4: 9. Think Scenarios, not Predictions ((Millard, Rob, June 5, 2006. \u201cIncreasing Your Strategic Clock Speed.\u201d Retrieved from&#8230;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","footnotes":""},"categories":[8],"tags":[],"class_list":["post-532","post","type-post","status-publish","format-standard","hentry","category-strategies"],"_links":{"self":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/532","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=532"}],"version-history":[{"count":0,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/532\/revisions"}],"wp:attachment":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=532"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=532"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=532"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}