Page 85 - The Handbook for Quality Management a Complete Guide to Operational Excellence

72 I n t e g r a t e d P l a n n i n g S t r a t e g i c P l a n n i n g 73

Unfortunately, the authors noted that most organizations surveyed were
using the visionary (40 percent) or the classical (35 percent) strategic styles,
which rely on predictable markets, when assumptions of predictability were
clearly unwarranted (Reeves et al., 2012).

Possibilities-Based Strategic Decisions
Clearly, defining and implementing organizational vision involves ele-
ments of creativity. Yet, a rigorous, scientific approach is necessary to ensure
that a full breadth of options is explored and evaluated. Lafley et al. (2012)
define the following seven steps to strategy making, which differ from tra-
ditional methods in clearly articulating possibilities:
1. Frame a choice. Define the issue using two or more mutually exclusive
options. This moves the discussion from investigating issues to
evaluating solutions and making decisions. It further ingrains
the team with the notion that they have choices. It’s often useful to
include the status quo as an option, to explore the assumptions
necessary in maintaining current practices, which often high lights
the need for action.
2. Generate possibilities. Creatively brainstorm to develop additional
options. At this point, options are not evaluated beyond general
plausibility, but sufficient detail is necessary so the team can
understand the nature of the option. Practi cally, the authors
recommend three to five options.
3. Specify conditions. Define limitations of each option to describe the
conditions under which the option would be strategically
desirable. Note that this is not the time to argue merits of any
option, or whether these necessary conditions exist now or could
exist in the future. Instead, it is an opportunity to define the issues
that would have to be evaluated in order to make the option
attractive to the team. When conditions have been completely
defined for an option, the team should be in agreement that, if all
conditions were met, the option would be acceptable. If a given
condition is desirable, but not necessary, it should be removed.
The ultimate goal at this step is to understand the limitations of
every option before analysis begins.
4. Identify barriers. Determine which conditions are least probable.
The focus in this step is to identify the conditions that are most
troublesome to the team members: Which conditions would you
be most likely to be concerned about attaining?
5. Design tests. For each key barrier condition, construct tests that,
when imple mented, would convince the team that the conditions
can be met. What is the standard of proof required for the team to

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