The basic tools of a strategic session include:
SWOT analysis. Facilitates collective identification of strengths and weaknesses, unfavorable external factors, emerging prospects and development of key strategic proposals.
The "Desire - Competence - Market" methodology. Allows you to choose the right directions of action based on three important factors: market needs, company competencies and the team's desire to launch a project.
Ansoff's method. Used to assess the risks of strategic decisions depending on the product and market.
Balanced Scorecard (BSC). Used overseas chinese in usa data to transfer financial goals to priority tasks not related to money. It is a tool for balanced management and quick display of material results without threatening long-term business development.
The manager's roadmap. With its help, you can adapt the strategy to specific tasks within a quarter or even a month.
There are a large number of other tools that are used in strategic sessions, but they are all related to the specific needs of the company.
Conducting a strategic session
Conducting a strategic session
Participants of the session should be immersed in work from the first minutes. To do this, it is necessary to create the right atmosphere in the team.
The plan for a strategic session can be implemented in two stages. For example, if it lasts two days, each day will be devoted to specific tasks.
During the first meeting, the situation is analyzed, the problem is studied from different points of view, and inconsistencies are identified. At this stage, divergence occurs: the participants realize all their creative abilities, express different proposals in order to provide a large number of options for action.
On the second day, convergence takes place, that is, decisions are made, plans are drawn up and executors are appointed.
At each stage of the session, the emotional mood of the participants is constantly changing. There are different moments - both sudden inspiration and a feeling of hopelessness. This is quite natural, and we should not forget about it.
It is important to pay attention to the gap between sessions, when participants have the opportunity to rest, absorb and analyze new information and come up with fresh ideas by the beginning of the next day.
The results of the strategic session should be:
Business achievements (not just learning) – this is what differentiates a session from a seminar. During a meeting of the first type, strategic decisions are formulated in general terms, which can be used in practice after revision.
Agreement on key issues. A collective view of the current situation, the company's goals and plans is formed, and areas of responsibility are defined.
Finding ways to resolve a difficult situation (arising or expected).
Involvement of the most valuable team members. Innovations often encounter resistance, and to avoid this, it is important to ensure the direct participation of important specialists in decision-making. But you do not need to involve everyone without exception to appreciate personal contribution.
Development of business communication in the company. Employees learn to conduct a dialogue, listen to other people's opinions, find a common language, respect each other's point of view. Of course, this contributes to increased efficiency.
Formation of a cohesive team, where the participants are truly united by common goal