The Strategic Agenda

'New School' Strategy Development

We view contemporary strategy in terms of an adaptive framework for business growth, performance and change.  This approach supports a Strategic Agenda for leadership and management, and it trumps "old school" strategic planning with continuous foresight, dynamic responses to business conditions and a focus on business results. 

Your Strategic Agenda is formed by addressing the following:

• Strategy Conditions
  • Marketplace Conditions
  • Organizational Realities

 

• Strategy Elements
  1. Strategy Direction - Focus and Choices
  2. Strategy Integration - Resources and Processes
  3. Strategy Execution - Action and Impact

 

• Natural Goals and Intentions
  • Company Principles, Vision and Objectives

In 21st Century business and nonprofit settings, we need a more flexible approach to strategy, one that is meaningful and relevant to people at all levels of the organization - from the boardroom to the front lines.  This cannot be about a conventional strategic plan... it has to be about everyday strategic thought and behavior, and the balance of strategy, resources, culture and structure over time.

Applying the Strategic Agenda

Our experience reflects a quarter-century of exposure to many core industry sectors: