Dana and Jim Robinson, in the new edition of their book Performance Consulting, dive into strategy. They described what makes a good one:
*The focus is broad, on a distinguishing direction for the entire enterprise or unit.
* It is long-term in view, not focused on this quarter or next month.
* It is linked to one or more business goals or to a pressing need in the organization.
* It is solution neutral in its early stages. It is not about classrooms, the Web or instructors, not at first.
* It requires many tactics to implement. Isolated solutions do not yield strategic results.
But there is even more to a good strategy:
* It speaks to what we will do and also admits to what we will not do.
* It is cognizant of the world outside, including the structure of the industry, customer needs and competitive forces.
* It is cognizant of current strengths, without allowing the familiar to limit possibilities.
* It comes from hard and comparative questions about whether those strengths do, in fact, distinguish people and groups in the organization.
* It is understandable beyond the "in" group.
* It is measurable.
* It is difficult to copy or supplant.
* It enables decision making about what to do now and next.
* It inspires.
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