It is essential to have an alternate frame if the old one is to be debunked. Simply rebutting the dominant frame will ironically only serve to reinforce it. And without an alternate to offer, there is little chance of entering let alone winning the battle of ideas. -George Lakoff's philosophy as described by Kate Raworth in Donut Economics
A vision should be judged by the clarity of its values, not the clarity of its implementation path. -Donella Meadows
IT'S ABOUT TIME: SHIFTING HOW WE THINK ABOUT STRATEGY DEVELOPMENT
I spent years working with business consultants that were transactional in their approach and designers who did not know enough about the content/context to produce real time and realistic strategies. I believe that we need to move from an old model of business/strategy consulting that is rooted efficacy and markets to a new one that values engagement, co creation and equity. This is design strategy.
From thinking consultants are the experts and should lead the process >>> To the consultants are only as good as the direction we give them.
From extractive processes that take knowledge from your organization (mostly by interviewing people inside the org and "experts" in the field) >>> To building your social capital and knowledge with every conversation and connection; doing more strategy co-development with those most proximate to the problem.
From expensive contracts that promise everything including a tidy deck with too many words or fancy graphics that can't be manipulated >>> To new models of compensation and processes that ask more questions, make clear the assumptions and move you to a new way of thinking.
From only valuing highly analytical thinkers who have incentives to compete and are working in environments where there is a single success profile >>> To highly collaborative and creative people who use diverse types of thinking (lateral, strategic foresight, design, jobs to be done) and work for consultancies where there are multiple success profiles and diverse teams.
From static and narrow goals at the structural level (policies, practices and resources) with a solution focus >>> To focusing on strategies that influence power dynamics, build new relationships/connections and develop new mental models and new ways of defining impact.
From urgency and efficiency as the driver for a strategic plan>>> To using more intentionality and intensity.
From recommendations based on market analysis >>> To recommendations based on insights and engagement with those most proximate to the problem.
From quantitative data matters most >>> To qualitative data matters as much as quantitative analysis.
From seeing a clear logic model as the goal >>> To building resilient processes and plans that shift over time based on lessons learned from those doing the work. Certainty is an illusion in your strategy and constant unpredictable change is the norm.
BE THE CHANGE
I build strategies and tools that help leaders change the way they think about strategy development. I model best practices in my own work. For more information about how I work see about carina.
VISIONING EXERCISE
Bas Verhart , a co-founder of THNK, uses this prompt "Imagine if...We could...by using." as part of a visioning exercise.
What's your imagine statement about strategy design?