How to Shape Strategic Possibilities in 2 Steps
Master the Art of Facilitating Strategic Evolution with Precision and Clarity
Welcome back!
In the previous post, we dove into creating the future by generating strategic possibilities.
So, you've got this treasure trove of strategic possibilities, each more compelling than the last.
But hold on before you start arguing over which is the golden ticket to success. In a world where everyone’s got an opinion on which path to take, we're steering clear of the endless "I think this is best" saga.
Instead, picture this: a collaborative meeting where we trade personal beliefs for collective skepticism. Rigor, Baby, Rigor!
We're about to unleash the magic words that will make your strategic sessions more harmonious than a choir of well-trained dolphins –
What would have to be true?
This isn't just any question; it's the secret sauce that transforms brainstormed possibilities into strategic gems.
In this workshop, we're not here to play favorites or crown a winner prematurely.
Ready to dive into the intriguing world of shaping strategic possibilities?
First stop: Surfacing Conditions.
Set the Stage:
Begin by reminding the team about the purpose of this step: to evaluate strategic possibilities.
Invites team members to bring in their unique knowledge and skills to evaluate each possibility (bring their inner skeptic)
Place the selected strategy maps on the wall for everyone to see.
Draw a three-column grid. Title each column: Customers, Company, Competition for each strategic possibility.
Ask:
Looking at the strategic possibility 1. (Repeat for each possibility)
What would have to be true for us to choose this possibility as our new strategy?
This shifts focus from opinions to allows leaders to step back from their own beliefs (and see that they may not have all the answers).
Dive a little deeper: Explore the conditions needed for success under possibility by looking at Three Lenses: Customers, Company, and Competition.
Ask:
Note on a sticky note (one idea per sticky) and place it on a three-column grid. Reminded to refer to the strategy map as a reference.
Prompts:
Customers - What would have to be true about our customers for this possibility to be a winning strategy
Company: What would have to be true about our company for this possibility to be a winning strategy
Competition What would have to be true about our competition for this possibility to be a winning strategy
Tip: Encourage framing conditions as statements, not questions.
For this possibility to be a fantastic choice, ……
Step 2: Identifying Barriers
Highlight the Importance of identifying barriers to avoid potential pitfalls in the strategy.
Barriers Definition: Explain barriers as conditions that pose the greatest concern for the possibility of success.
Vote:
Looking at the conditions on the board, ask participants to vote for their top three conditions that are most uncertain or worrisome.
Tip: Encourage skepticism: Urge participants to express doubts and concerns.
Prompt:
Out of all our conditions for this possibility, the ones we’re most worried about are…
Which conditions are most worrisome or uncertain?
Which conditions do we know the least about?
Which seems least likely to be true?
Note: Emphasize that barriers aren't necessarily the most costly conditions but those with the highest uncertainty.
Participant Activity:
Select the top barriers of each possibility and discuss why these were identified as barriers. Encourage participants to delve into why these conditions are worrisome or uncertain based on their understanding of the business context.
Suggested prompts:
Why did you mark these conditions as barriers?
What felt most worrisome or unknown, given what you know about the company?
Flagging barriers mark a pivotal transition in our strategy process. But strategy design is not merely discussing possibilities and barriers; it's about actively designing and conducting tests to gain sharper insights.
Next step: Future Testing.
We'll delve into testing barriers, a crucial move that significantly shortens the odds of crafting a winning strategy.
Get ready to roll up your sleeves as we dive into designing and executing tests to elevate your strategic game.