Formulation of StrategyA logical approach would ensure that work on formulation of strategy did not get sidetracked so waste of time and effort was avoided.Jørn Møllegaard JensenJMJ_6a95dc9e-0c3f-11e2-8738-12400bc9daa5Formulation of strategy under complex and dynamic conditions_6a95de10-0c3f-11e2-8738-12400bc9daa5To specify an agenda for a strategy process_6a95de92-0c3f-11e2-8738-12400bc9daa5DefinitionFormulate Mission, Vision and Values - Basic Beliefs_6a95df46-0c3f-11e2-8738-12400bc9daa5Step 1Start by defining Mission, Vision and Values – especially values, "Basic Beliefs”, that have direct influence on the choice of strategy.MissionDefine mission_6a95dfc8-0c3f-11e2-8738-12400bc9daa51.aVisionDefine vision_bad56b9c-0cd6-11e2-8bbe-d50b0bc9daa51.bValuesDefine values_bad56e30-0cd6-11e2-8bbe-d50b0bc9daa51.cBeliefsDefine basic beliefs_bad56f0c-0cd6-11e2-8bbe-d50b0bc9daa51.dDriving ForceChoose Driving Force_6a95e04a-0c3f-11e2-8738-12400bc9daa5Step 2The choice of future products respective services and market segments will be guided by a "Driving Force” (Kepner-Tregoe). Selection of a given driving force has a decisive influence as well on products and markets as on capabilities depending of the chosen driving force. You may chose between the following Driving Forces ...Market Needs, Product/Services Offered, Capability_6a95e0cc-0c3f-11e2-8738-12400bc9daa5Product/Market MixSelect Product/Market Mix in the light of Opportunities and Threats_6a95e158-0c3f-11e2-8738-12400bc9daa5Step 3SelectionSelect product/market mix_6a95e1ee-0c3f-11e2-8738-12400bc9daa53.aOpportunities & ThreatsSelect opportunities and threats_bad56fb6-0cd6-11e2-8bbe-d50b0bc9daa53.bCapabilitiesIdentify requirements to Key Capabilities in relation to actual situation and Strengths and Weakness_6a95e284-0c3f-11e2-8738-12400bc9daa5Step 4Capability CategoriesAnalyze and divide capabilities into: Technology, Production Methods, Sale/Distribution Methods, and Natural Resources._6a95e324-0c3f-11e2-8738-12400bc9daa54.aCapabilities may be divided into: Technology, Production Methods, Sale/Distribution Methods and Natural Resources. Various measures for return on investments may also be chosen as Driving Force.Strengths & WeaknessesAnalyze strengths and weaknesses_bad57088-0cd6-11e2-8bbe-d50b0bc9daa54.bGoals & ObjectivesDefine and break down Goals to operational Objectives_6a95e3ce-0c3f-11e2-8738-12400bc9daa5Step 5GoalsChoose goals_6a95e478-0c3f-11e2-8738-12400bc9daa55.aObjectivesBreak goals down into objectives_bad57150-0cd6-11e2-8bbe-d50b0bc9daa55.bPlan & BudgetGo on to Strategic Planning and Budgeting in desired depth and specification_6a95e522-0c3f-11e2-8738-12400bc9daa5Step 6Not mandatory:Special Analysis/Methods [include the following]Brainstorming_6a95e5d6-0c3f-11e2-8738-12400bc9daa56.aOpen Space_bad57218-0cd6-11e2-8bbe-d50b0bc9daa56.bFuture Workshop_bad572f4-0cd6-11e2-8bbe-d50b0bc9daa56.cDelphi_bad573c6-0cd6-11e2-8bbe-d50b0bc9daa56.dThinking Hats_bad574ac-0cd6-11e2-8bbe-d50b0bc9daa56.eScenario_bad57592-0cd6-11e2-8bbe-d50b0bc9daa56.fAnalogy_bad57678-0cd6-11e2-8bbe-d50b0bc9daa56.gBack Casting_bad57754-0cd6-11e2-8bbe-d50b0bc9daa56.h2012-10-01https://dl.dropbox.com/u/89178789/Agenda Strategy ny.pdfOwenAmburOwen.Ambur@verizon.net