StrategyDriven

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve better results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.

Episode 16 - Strategic Analysis Multidiscipline Teams elaborates on Strategic Analysis Best Practice 6 - Multidiscipline Teams. This discussion…

• defines what a multidiscipline team is
• identifies why multidiscipline teams are needed to support strategic analysis
• lists the steps needed to form a multidiscipline team that collectively possesses the knowledge and skills to effectively perform a strategic analysis

Final Request…

The strength in our community grows with the additional insights brought by our expanding member base. Please consider voting for us on Podcast Alley by clicking here. Casting your vote for the StrategyDriven Podcast improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Podcast !

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Howard T. Dickens Jr. is Vice President of P Enterprises and co-Host of the StrategyDriven Podcast. A dynamic public speaker, facilitator, and training consultant, he has shared his insights with hundreds of executives and managers at all organizational levels; helping them develop motivational leadership behaviors, cultural competence, and the ability to manage workplace conflict. To read Howard’s complete biography, click here.

Nathan A. Ives is a Strategy & Operations Manager at Deloitte Consulting LLP, a StrategyDriven contributor, and co-Host of the StrategyDriven Podcast. For over fifteen years, he has served as trusted advisor to executives and managers at numerous Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Popularity: 90% [?]

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Today’s businesses operate in complex, multidimensional environments and often execute highly dynamic and interrelated processes. Evaluating these circumstances collectively requires a breadth and depth of knowledge not likely to be possessed by a single individual. In order to apply the range of knowledge and experience necessary to perform a complete strategic analysis subsequently requires the use of a multidiscipline team.

Multidiscipline teams help ensure the full range of needed knowledge and experience resources are brought to bear when evaluating, in aggregate, the interrelationships and interactions of the complex business environment with the execution of the organization’s programs, processes, and procedures. Having enough knowledge and experience resources occurs when the strategic analysis team includes individuals that together possess the background necessary to recognize significant beneficial and adverse performance drivers given the business’s operating situation. Unlike a focused self assessment, the broad range of business environments and operations covered by a strategic analysis typically necessitates that all functional disciplines be represented.

Additional Information

Additional information regarding the performance of strategic analysis can be found in the strategic planning whitepaper, Analysis. StrategyDriven whitepapers are available to Registered Members and registration is FREE! If you have not already done so, please click here to register and join the conversation.

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Nathan A. Ives is a Strategy & Operations Manager at Deloitte Consulting LLP, a StrategyDriven contributor, and co-Host of the StrategyDriven Podcast. For over fifteen years, he has served as trusted advisor to executives and managers at numerous Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Popularity: 76% [?]

“Success is never permanent, and failure is never final.”

Mike Ditka
NFL Player and Head Coach

and

one of only two men to have won the Super Bowl as both a player and a head coach

Popularity: 65% [?]

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve better results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.

Episode 15 - Independent Assessors elaborates on Strategic Analysis Best Practice 4 - Independent Assessors. This discussion…

• examines the benefits of using independent assessors
• identifies sources of impartial evaluators
• describes the critical characteristics independent assessors should possess to maximize their effectiveness

Final Request…

The strength in our community grows with the additional insights brought by our expanding member base. Please consider voting for us on Podcast Alley by clicking here. Casting your vote for the StrategyDriven Podcast improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Podcast !

---

Howard T. Dickens Jr. is Vice President of P Enterprises and co-Host of the StrategyDriven Podcast. A dynamic public speaker, facilitator, and training consultant, he has shared his insights with hundreds of executives and managers at all organizational levels; helping them develop motivational leadership behaviors, cultural competence, and the ability to manage workplace conflict. To read Howard’s complete biography, click here.

Nathan A. Ives is a Strategy & Operations Manager at Deloitte Consulting LLP, a StrategyDriven contributor, and co-Host of the StrategyDriven Podcast. For over fifteen years, he has served as trusted advisor to executives and managers at numerous Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Popularity: 85% [?]

Standards and expectations establish the how of work performance. These ‘hows’ represent leadership’s translation of the organization’s values to the everyday behaviors members of the workforce should exhibit when performing assigned tasks. (See Figure 1) Subsequently, performance standards form the basis against which individual and group behavioral performance is evaluated.

Effective performance standards are broadly communicated, consistently applied, and uniformly interpreted; yet allow enough flexibility and intent-based implementation so as to not stifle efficient work performance. Examined more closely, these characteristics imply:

• Broadly Communicated - all members of the organization must be aware and understand the intent of performance expectations as well as the applicability to their job assignments
• Consistently Applied - all members of the organization are held to the same high standards of performance all of the time
• Uniformly Interpreted – standards are substantively defined so as to eliminate a great deal, if not all, of the subjectivity in their interpretation, thereby, clearly defining their implementation and enabling performance evaluation and comparison
• Flexibility and Intent-Based Implementation - no set of standards can cover all possible situations, therefore, organization members must understand the value basis of the expectations such that they can reasonably define and exhibit the intended behaviors during unforeseen circumstances

A high quality, effectively implemented set of standards and expectations are a critical component of the strategy driven organization. The combination of mission aligned task assignments, performance standards, and results goals establishes what is expected of strategy driven organization members. Posts in this category are dedicated to discussing the leading practices of companies that develop and implement performance standards that shape behaviors to the effective, efficient achievement of mission goals and organizational values.

Popularity: 73% [?]