Konrad created the Strategy Mapping process in collaboration with The Grove. There are 5 steps to the process. Each step has exercises and templates that can be used in the step, but there are many variations and alternatives to consider when designing a Strategy Mapping process to fit your organization and situation.
Step 1. Assess the Business Situation
We plan for involvement of critical stakeholders, and then examine the history, environment, industry, and issues of the organization.
- A History Map gives a visual timeline perspective of an organization’s evolution, supports learning from the past and how it can inform future direction, and supports visioning more effectively.
- A Context Map develops a big-picture view of the environment, identifies trends that drive strategy and need tracking, and increases understanding of complex situations.
- An Industry Structure Map analyzes the forces that shape the competitiveness and core issues of an industry.
- A SPOT Matrix examines the current state of the business, identifies opportunities that drive the vision; and recognizes the “case for change” — the motivation for pursuing a new vision.
- A Strategy Hierarchy defines any strategic givens or constraints and the scope of the strategy process.
- Business Model Maps allow participants to look at models of success in their own or other industries to find potential new models for their business.
- A Challenge Map defines the major issues the company faces and turns them into challenge questions to focus brainstorming sessions.
Step 2. Create Strategic Alternatives
We generate the broadest and deepest set of strategic choices possible from inside and outside the organization.
- Challenge Brainstorms are creative sessions to harvest strategic ideas from throughout the organization to answer the challenge questions.
- A Scenario Map is a compressed and simplified scenario planning activity that uses potential future scenarios to search for new strategic ideas.
- A Strategy Spectrum structures all the strategic ideas into a map of the “choice space,” allows participants to see new ideas and combinations of ideas, and defines multiple strategic themes for evaluation.
- Cover Story Visions allow groups to explore the possibilities inherent in particular strategic themes, generate new ideas around them, and develop the visionary thinking behind each strategic theme.
Step 3. Gather Intelligence
We bring all the best information and analysis to the table to make the smartest choices.
- Information Gap Analysis looks at available information, defines what is needed, and plans the acquisition of information to fill the gaps.
- Investment, Risk, & Return analyses the strategies to determine which one optimizes overall value for the company and its stakeholders. This activity can be as simple as using a weighted rating system or as rigorous as full decision analysis modeling. Decision analysis is appropriate for strategic decisions involving large investments and risks. It involves development of quantitative pro forma models that analyze the major decisions and risks involved and offer clear insight into very complex decision situations.
Step 4. Define Vision & Strategy
We decide on the future direction of the organization and develop its vision and strategy.
- A Five Bold Steps Vision encourages visionary thinking about the future and develops a compelling word-picture of the desired future of the business.
- A Strategy Map builds a comprehensive, visual strategy from the top down; defines strategic goals, value creation, and differentiation; and defines the organizational activities, capacities, & learning needed.
- A Balanced Scorecard translates the strategy into a dashboard of performance metrics to measure progress and create accountability around implementing the strategy.
Step 5. Plan Communication & Implementation
We involve the organization in creating action plans for implementation & communication, changing processes, and refining value propositions.
- Graphic Gameplans & Roadmaps map out objectives, tasks, and resources; create group alignment on strategic action plans; and translate vision & strategy into plans that can result in real action.
- A Value Proposition Grid focuses a group on its target customers and invites exploration of the content (products & services), connection (marketing & sales), and delivery (fulfillment infrastructure) mechanisms involved in a complete value proposition.