HOW WE ARTICULATE STRATEGIES
OUR STRATEGIC ARTICULATION APPROACH
Purpose / Mission What We're Going To Do
VISION What We Will See When We Get There
STAKEHOLDER INPUT
Go-to-Market Strategy
Core Values What’s important and why
Guiding Principles
Focus Groups
Key Stakeholders interviews
Surveys
Think Big
Start Small
Scale Fast
Vision Snapshots - Photos from the future
Current state
Stakeholder Assessment
Headline Indicators What to measure so we know we're making progress.
Passions What we love to do
Differentiators • What we must do differently • How we are different in our markets
Forte Profile
Strengths What we do well
Motivations What rewards us
Strategic Priorities What we will focus on right away
Critical Initiatives What projects will this require
Action Plan with Action Items What tasks, resources, and timing
OTHER THOUGHT LEADERS ON PURPOSE AND STRATEGY
People Don't Buy What You Do, They Buy Why You Do It
The essential strategic difference between the good-to-great and comparison companies lay in two fundamental distinctions. First, the good-to-great companies founded their strategies on deep understanding along three key dimensions—what we came to call the three circles. Second, the good-to-great companies translated that understanding into a simple, crystalline concept that guided all their efforts. 1. What you can be the best in the world at 2. What drives your economic engine. 3. What you are deeply passionate about.
- Simon Sinek
- Jim Collins, Author of Good to Great
Finding Your For te
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