2. Roku-dan meta-framework
Strategic Thinking
(Differentiation, value proposition)
Strategic Analysis
(validation, selection)
Operation-
alization
(Translate to execute,
Align actions)
Strategic Management & Execution
Domain knowledge
Intuition
Framing
Context switching
Sense making
RBV
TCE
Porter
M&A theory
Game Theory
Diversification
Generic strategies
Network externalities
Communicate
Budgets
Pre-mortems
Process design
Deliberate
Emergent
Measurement
Adapting
Learning

3. (Where the rubber hits the road)
The Four Components
Strategic Thinking
Strategic Analysis
Operationalization
(Where the rubber hits the road)
Execution & Management

4. Defining the problem / opportunity
Strategic Thinking
Defining the problem / opportunity
Framing the problem
What really matters, what doesn’t?
Context switching
What other problems have similar features?
What do different frames / context imply
Projecting out
Translating (fitting) the new frame or context to the situation at hand

5. Asking the right questions
Questions should be
Tractable
“How can we double revenues”? is too big – break down into smaller questions
Actionable
“Why is the competition gaining ground”? isn’t
But these are:
“What do customers want”? (market research)
“What do we offer”?
“What are they offering” (competitive intelligence)

6. Asking the right questions
Look at Small as well as Large issues – Small items compound
Use many different perspectives – Team Diversity
Focus on Day-to-Day – Where is the Action
Do not over simplify Interpretations – nothing is that simple
You do not have all the answers –Learn
Having Specific Domain Knowledge – the devil is in the detail

7. Framing Mental models (or ‘schemas’) How you Frame shapes the solution
We all use mental models to represent a complex world
Models must include how things work (cause and effect)
Must be challenged and updated with mew information or changes
How you Frame shapes the solution
Activates different schemas
Logic of appropriateness
E.g. Opportunity (offense) or Threat (defense)
Adopt multiple Frames – multiple perspectives
Leaders must be careful not to impose personal frames

8. Intuition Look for Cues or Clues Pattern recognition & matching
Focus on Higher Impact
Pattern recognition & matching
Pattern matching produces scripts to follow
Strategic Imagination
project into the future

9. Most things are not Linear Trial and small errors
Sensemaking
Most things are not Linear
Sensemaking is an iterative process
Trial and small errors
Sensemaking = understanding cause & effect
Sensemaking relies on intuition

10. (Differentiation, value proposition)
Strategic Thinking
Gain insight…
Asking the Right
Questions
Framing the
Information 1.
Strategic Thinking
(Differentiation, value proposition)
Strategic
Thinking
Sense
Making
Intuition
and
Strategic
Imagination
Domain Experts to ask the Right Questions: Typical Thought Leader Team should include the following – (This is typically your Senior Staff + Fellows)
Customer Expert – they know the customer’s business better than the customer
Business Expert (Typically your Strategist: working knowledge of all areas – often the CEO or CFO) – they know the short-term & long-term options to optimize a market situation
Development or Product/Service Expert – They know current products, competitive products, and future product trends
Environmental Experts – They know the “Gotcha’s” and the “Openings” to come from Technology, Government, Macro Economics,
Internal Insight
External Insight

11. (validation, selection)
Strategic Analysis
Financial
Metrics
Financial
Metrics
Customer
Analysis
Customer
Metrics
Strategic Analysis
(validation, selection)
Competitor
Analysis
Financial
Metrics
Operating
Metrics
Market
Analysis
Environmental
Analysis
Strategy is formed from Insight & Analysis (typically weighted more on insight – validated with analysis)
Analysis Group = Researchers (staff positions) & Number crunchers – they have a good working knowledge of each respective operating area
Development
Metrics
Financial
Metrics
Internal Analysis
External Analysis
Miller / Okumoto, Inc.

12. Operationalizatin Creating Alignment Internal Alignment Operation-
Financial
Metrics
Strategic
Themes
Priorities
Financial
Metrics
Operation-
alization
(Translate to execute,
Align actions)
Strategic
Programs
Financial
Metrics
Strategic
Projects
Financial
Metrics
Strategy
Mapping
Internal Alignment
Miller / Okumoto, Inc.

13. Management & Execution
Execute
Measure
Compare / assess
Correct…
Actions (SLL)
Goals (DLL)
Repeat
Strategic Management & Execution