There are as many opinions on what strategy is as there are consultants "specializing" in it (yes that many…). But how many of these "strategic planning" are merely intellectual exercise? You put it in a nicely bounded document and it goes on your shelf. Everybody is happy, we have done the planning. Well, until it becomes work, there is nothing. So strategy is work - it will transform your good intentions into action and results. It also means being prepared to exploit the unexpected - this is why "plans" usually kill strategy. Strategy, then, is a framework within which one will make decisions and that will influence the nature and direction of the organization. Instead of piling up masses of data, we believe strategy is built around the answers to a few vital questions. Do you have a clear strategy (the "what") and clear tactics (the "how")? You need both to succeed. Establishing the "what" is paramount because if you don't, you start with the wrong assumptions or live an illusion: you are "driven by doing things or being busy bodies" and since you are very good at it you end up in the wrong place very fast. The flip side of that is the ability to get things done because you can have the best strategy; if you can't get there you have only a "strategic plan" but no results. Our role is to assist clients in articulating their strategy in response to key questions that will influence the nature and direction of the organization. We ask tough questions and stimulate out-of-the-box thinking. Implementation, decision making, solving problems and analyzing opportunities is also enhanced by the use of this disciplined process.
Case study - CDEL LaSalle (LaSalle EDO)
The challenge: In light of all the rapid changes occurring in their economic and social fabric over the past years, the economic development organization of the City of LaSalle (CDEL LaSalle) wanted to challenge their assumptions about the future of their community, focus on opportunities for growth and match them with their strengths. How to achieve results in a parochial structure was also a challenge and required work with other partners such as the Mayor, to agree on the new established framework.
The solution: we provided a strategy formulation process which we facilitated for the executive management team at CDEL. This rational process provided the team with a common vocabulary to cut through the semantics of words (and good intentions!) that may drive them apart. In response to key questions, CDEL LaSalle was able to select and create their strategic profile or framework. We also provided intellectual capital with examples of best practices in other EDOs (not to imitate but to inspire).
The end result: this robust process enabled the organization of CDEL and the mayor of LaSalle not only to improve the quality of their strategic vision but to create higher levels of involvement from the community to carry it through and allocate resources where they want to see results.
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