MINC Gathering 2

1. MINC Gathering 2 Welcome!

2. In 4s, each of you from a different project, take turns to reflect on... • Something recent at work that you want to celebrate • What you contributed to it being good • What was in it (further down the line?) for young people in CCC and how do you know? • How did this contribute to your MINC project’s overall strategy?

3. The Language of Strategy

4. Domains of Strategy Russian dolls... • The strategy for your whole organisation • The strategy for the MINC dimension of your organisation • The strategy for e.g.Workforce Development relating to your MINC project • The strategy for getting your e.g. Work with a PRU embedded in the culture of that PRU

5. What is strategy?(1) Strategy defines what an organization is, what does, and why it does it [the mission] through a pattern of:  purposes, policies, programs, actions, decisions, or resource allocations. 

6. What is Strategy? (2) • Why are we doing what we are doing? • What do we need to do to fulfil our intended purpose? • How exactly are we going to do what needs to be done? • Who (or what) is going to make sure it's done?

7. What is strategy (3) The 7S Framework Strategy Systems Structure Staff Shared Values Skills Style

8. Why strategy? • Efficiency = doing things right • Effectiveness = doing the right things • Positioning your organisation for greatest impact, for sustainability etc. • Nurturing the emotional health of your organisation and its staff through clarity, collaboration and control

9. Covey’s Circles of Concern and Control Concern Control

10. Planning Strategically 1. Remit: mission, mandate, who should be involved? 2. Gathering information: • MINC analysis • Stakeholder analysis • Internal and external environment: SWOT analysis 3. Identifying strategic issues and check for urgency and importance 4. Set strategic objectives 5. Create a vision

11. Visioning or visualising How will different stakeholders be thinking, feeling and behaving as a result e.g. of your MINC project, in March 2015?

12. Strategic Plans If we want to be ‘there’ by March 31st 2015, • where do we need to be by November 2014? • and so where do we need to be by March 31st 2014? • and so what do we need to do between now and March 2014?

13. Emergent strategy Events blow us off course. Does this mean our strategy is in tatters? No: • We take stock • Anchored by our vision and values, we modify and adapt • The process of planning is equally as important as ‘the plan’

14. The skills of acting strategically(1) • See the whole: ‘wood for the trees’ "A strategic thinker has a mental model of the complete end-to-end system of value creation, his or her role within it, and an understanding of the competencies it contains.” • Scan and anticipate • Think critically: repeatedly challenging organisational and industry-wide assumptions

15. The skills of acting strategically (2) • Intent-focused: grounded in the organisation’s values and strategy, withstands distractions, less wasteful of own and others’ emotional energy • Intelligent opportunism: holding strategy while, paradoxically, being open to new thinking and opportunities. • Align: regularly engaging stakeholders to manage differences and build sustainable solutions

16. The skills of acting strategically (3) • Interpret: continually connecting multiple data points in new and insightful ways • Decide: frequently testing assumptions, framing problems and reaching difficult conclusions with incomplete information • Learn: constantly reflecting, individually and with staff, on past successes and failures in order to improve performance and encourage staff creativity

17. Testing, testing... Does this material illuminate a. what you are doing well? and why? b. challenges with which you might be struggling?