|Image Source: Richard Sheffield|
In reading the articles mentioned above I began to consider how they would fit in a real-world scenario. Realizing there is no "breaking things" without building trust and support in your reasoning I thought of three action items anyone can apply at the office.
- Define Key Stakeholders - At the outset of the strategic thought process there will always be a number of variables to consider. One variable that can easily get out of hand is the approval process. Be sure to define relevant individuals who will be affected by the strategy being developed and get them onboard immediately in order to gain their trust and ambassadorship. Establish that they will be the liaison between their respective departments and yourself in order to streamline the approval process.
- Establish Pragmatic Parameters - As stated earlier in Roger L. Martin’s article, the end result of a strategy should never resemble a budget plan. However, you do need to have pragmatic and quantifiable financial parameters in place before allowing yourself the freedom to break things. Get the CFO, or their direct report, onboard from the get go to assist in researching target markets and solidifying your reasoning for pursuing the high value target market. This will help you develop a 360-degree view of your target market and allow for creative strategic thinking within well-defined parameters.
- Let Your Organization Have Nice Things - Now to "break things," after establishing relationships and building trust rooted in quantifiable reasoning it is time to break from the tried-and-true and reinvigorate your brand’s message in order to empower you highest value consumers. Allow for brainstorming the rejects no ideas at the outset and pair down the results. Then refine, refine, refine until you have something spectacular.