Specifying – or, perhaps, 'discovering' – interests and objectives
One of the greatest flaws of most strategy-related practice is that it assumes all objectives can be specified 'objectively' or made explicit and agreed; this is seldom true, at least not by the people in the organisation to which the strategy applies. And it matters. We can help.
Organisations are unwaveringly political beasts. Seldom does this matter more than when it comes to the formulation of objectives as part of strategy setting. The management-by-objectives mindset can be beneficial; but it can also mask significant differences in opinion and assumptions. Properly approached, strategy setting can limit the pernicious impact of interest protection in the firm and ensure that objectives point the firm in the right direction.
The now-famous planning approach of Norton & Kaplan, the balanced scorecard, works to minimise the influence of organisational politics on strategy. But it only goes so far.
The balanced scorecard is an attempt to provide a path to more rational, less political objectives set for the firm.
We work with firms to understand the assumptions behind its strategic objectives. We help firms to challenge their assumptions and to introduce objectives that reflect better the uncertainty in firms' strategic contexts and operating environments.
HOW WE HELP
- Reframing strategic assumptions
- Incorporating flexibility and optionality into objective-setting
- Defining corporate risk objectives and preferences
Chairman & Co-Managing Director
Some of the key strategy resources available