ISSUE MANAGEMENT

1. ISSUE MANAGEMENT • Strategic Issues we expect to face in the next “n” years • What do we achieve by addressing them • Ladder upwards towards goals and “not-goals” • Discover emergent system of goals

2. ISSUE MANAGEMENT • What is happening to generate the issues • Ladder down to discover emergent beliefs system • These provide the basis for option surfacing • Use the “Oracle question”

3. “The nicest thing about not planning is that failure comes as a complete surprise, and is not preceded by a period of worry and depression” John Preston, Bolton College from the Observer, 22 Jan 1995

4. The Framework for Strategic Direction • Core Distinctive Competencies • the Livelihood Scheme - Business Model • the Goal System - values & aspirations • Mission or Vision statement

5. Participation - key actors • Explore informal dynamic power base of: • anticipated losers • anticipated winners • genuine cynics • opinion formers • ideas generators (“plants”) • saboteur • sit back and wait & see before jumping

6. Danger of Partial Views • Figure without ground, action without contexts • systems without antecedents, world without history • time and perspective, change without continuities • large patterns and processes, minimal appreciation of sub-processes • Andrew Pettigrew

7. The Framework for Strategic Direction • Core Distinctive Competencies • the Livelihood Scheme - Business Model • the Goal System - values & aspirations • Mission or Vision statement

9. Feedback Loops with Action ‘Teardrops’

10. A Distinctive Competence is: • difficult to emulate • cannot be bought • very high cost of entry • very long time to attain • uncodified • don't know how it works, • thus others can't work out how it works either • unique portfolio - patterns and feedback loops • any DC is the label given to an emerging pattern of competencies(eg "professionalism" is the aggregation of many competencies) • meeting aspirations is solely dependent upon DC's - it is the “livelihood scheme”

11. The Discovery of Distinctive Competencies • a loop of C's might make the loop a DC • a loop with at least one DC in it is important because it sustains the DC • a patterning of C's might be particularly important (in other words the pattern is the DC because nobody else could achieve the pattern even if they could get the C's) • loops with ability to resource the DC's makes the DC's more powerful • note: a DC is not necessarily a good thing

12. Competence Characteristics • Important Competencies • competencies that others might have • but that are the support to DC's • Desirable DC's • a competence that is central/core to the overall pattern of competencies and so if it could be made a DC then it would be powerful • Gaining New DC's • new relationships between existing DC's • luck: emergence of patterns of competencies

13. The Cycle of Coherence between DCs, Livelihood, Aspirations Core Distinctive Competencies Livelihood Scheme - Business Model Values, Goals, Aspirations System Determining Strategic Direction

14. Direction of Arrow END Desired OUTCOME MEANS OPTION Developing “Cause Maps” re-organise the cluster “the tear-drop” “GOALS” or DISASTEROUS outcomes ISSUES or possible STRATEGIES more detailed OPTIONS If possible - convert the language to proposition - put in a verb, get rid of questions

15. Goals Not-Goals Issues Strategies Strategic Programmes Problems Options Action Portfolios Assertions An Action Oriented Strategy Map

16. Goals Not-Goals (undesirable outcomes) Problems Portfolios of Actions Options Actions Assertions An Action Oriented Issue Map

17. the “business idea” or “livelihood scheme” core goals & stakeholders inspirational & emotional purpose moral statements about right & wrong values strategy link to staff personal values about why they would like to work for the organisation standards & behaviour THE MISSION STATEMENT

18. THE MISSION STATEMENT purpose THE STRATEGIES DESIGNED TO ACHIEVE THE PURPOSE WHY ARE THE VALUES GOING TO HELP? values strategy what the organisation believes in WHY ARE THE BEHAVIOURS ATTRACTIVE? standards & behaviour eg “treating staff openly” the politics & behaviour patterns that guide how the organisation operates eg “participative management”

19. “In the complex and turbulent environment of today traditional forecasting methods, such as trend extrapolation and regression are seen to be too dependent upon a projection of the past into the future to be useful for anticipating changes. Similarly they suggest a single view of the future (albeit with attached uncertainties). In contrast scenario planning suggests a number of distinctly different alternative futures, each of which are possible. Scenarios focus "less on predicting outcomes and more on understanding the forces that would eventually compel an outcome; less on figures and more on insight" (Wack 1985, 84). They are more concerned with understanding the discontinuities in creating alternative futures by recognizing that the structure of the environment may change.” from Eden and Ackermann 1998

20. SCENARIO CONTEXT invariants & strong trends Certainty SCENARIO PLANNING REGION Uncertainty Importance Scenario Events

21. An Event Based Scenario source - NIO/SU 1991-2

22. INTEREST in the strategy making organization Stakeholder Analysis Stake- Holders Subjects Players Unaffected Context Setters or Leaders Crowd Bystanders Actors POWER in relation to strategy realization

23. INTEREST in the strategy making organization Stakeholder Management Stake- Holders Subjects Players Unaffected Crowd Context Setters or Leaders Bystanders Actors POWER in relation to strategy realization

24. Stakeholder Management • Issue of dis-aggregation • Issue of aggregation • Who is involved in devising strategies for stakeholder management • sometimes uncomfortable process • manipulation… • internal v external

25. The Bases of Power stakeholder actions support mechanisms available sanctions THE PLAYER what they see - their “spectacles” their view of your role in their aspirations their interpretation of your behaviour The Bases of Interest interpretation of strategy Stakeholder Management