This PPT slide, part of the 26-slide Strategy Development Fundamentals PowerPoint presentation, presents a framework for strategy development approaches, categorizing them into 4 quadrants based on 2 axes: formality and scheduling. The horizontal axis distinguishes between scheduled and event-based strategies, while the vertical axis differentiates between informal and formal interactions.
In the scheduled quadrant, regular executive interactions and sessions are emphasized, alongside annual off-site meetings and strategic planning. These methods suggest a structured approach, where strategy development is planned and executed at set intervals, allowing for thorough preparation and alignment among executives.
Conversely, the event-based quadrant highlights ad-hoc interactions and sessions, which are more spontaneous and responsive to immediate needs. This includes ad-hoc off-site meetings and various strategic initiatives like turnaround strategies and market entry strategies. Such approaches are likely to be more agile, enabling organizations to pivot quickly in response to market dynamics or internal challenges.
The informal strategies focus on regular interactions that may not follow a strict schedule, fostering ongoing dialogue among executives. This can enhance collaboration and innovation, as ideas can flow more freely without the constraints of formal meetings.
Overall, the slide illustrates that effective strategy development is not a one-size-fits-all process. It requires a blend of structured and flexible approaches, tailored to the organization's specific context and needs. Understanding these different methods can help executives choose the right strategy development approach that aligns with their organizational goals and market conditions.
This slide is part of the Strategy Development Fundamentals PowerPoint presentation.
This presentation is created by former McKinsey, BCG, Deloitte, EY, and Capgemini consultants. It teaches a practical consulting framework actively used by tier-1 consulting firms.
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