Capability Conversation - Strategy
Strategy
Develop and Adapt Strategy
What this capability means: Create, communicate, test, and adapt a shared approach for achieving worthwhile stakeholder objectives under uncertainty, so people can make coherent choices without requiring one fixed implementation.
Working well when...
- Strategy is traceable to stakeholderobjectives, constraints, and harms to avoid.
- Important choices and trade-offs are explicit.
- People use the strategy to evaluate new demand and resolve ambiguity.
- Direction is stable enough to coordinate action and revisable when evidence changes.
First-pass conversation
- What are we trying to accomplish, for whom, and why?
- What choices distinguish this strategy from plausible alternatives?
- What will we defer, stop, or not optimize?
- Which recent decision changed because of the strategy?
- What evidence would cause us to revise the approach?
Warning signs to discuss
- Strategy exists as a document but does not change decisions.
- Everything can be described as strategically important.
- Priority changes occur without an explicit change inobjective or evidence.
- Teams cannot connect daily choices to organizational direction.
Facilitator reminder
Related areas: Stakeholders & Value, Portfolio Alignment, Governance, Organizational Learning
