Elements of Strategic Decision Architecture
Survey the terms in this taxonomy to review some familiar concepts and learn some new concepts, then start to weave them together into a decision architecture that is right for your organization.
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Survey the terms in this taxonomy to review some familiar concepts and learn some new concepts, then start to weave them together into a decision architecture that is right for your organization.
Flexible, specific guidance for decision makers and teams
Motivations for leaders to assume accountability in a context
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Specific needs for change that are sponsored and funded
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Emergent patterns on successful value delivery, across contexts
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New knowledge on whether the change actually realized value
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Customer perception of the changes in their behavior
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Changes in customer behavior that result from the outputs
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Changed assets that result from the work delivered
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View of specific proposed changes on a timeline, to support communication with contexts and other teams
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Specific changes in assets needed to drive sub-goals
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Autonomous groups of ~5-10 people that collectively share sub-goals, backlogs of work, and workflow for how they change assets
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For each proposed change, list of other contexts that must be involved
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Portion of the Initiative investment that will be made available for a sub-goal
Customer-focused demonstration of value, ideally measurable
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Learning goals that are obtainable within the next three months
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View of proposed changes on a timeline, to support communication with other contexts and teams
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Statement of speculation about how actions could drive results
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The most promising change ideas, given the criteria
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Specific changes that could be made in support of the goals
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Factors in the definition of success, that are worth investing in
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High-level actions that could trigger desired results, directly or indirectly
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Targets that crisply define a desired, measured outcome to achieve
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General objectives to guide motion towards the chosen path to winning
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Positions taken on uncertainty, for the remaining “known unknowns”
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Summary of the potential impact of the assumptions associated with the vision
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Description of the preferred future (e.g. 1 year out) with an aspiration for winning
Collaborate to expand options; ask: “what would have to be true?”
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What we don’t yet know, about a framed choice of future(s)
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Different possible futures, one of which will be preferred
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Proven thought-leadership on strategy, specific to your type of context
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The strategic choices you face to provide focus and define how you win
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What you believe to be true about the world around you, including aspirations
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Fuel for your decision authority, from the parent context
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You and your leadership team
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proxy for internal value exchanged between contexts
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Cadenced milestones to synchronize around shared understanding
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Other contexts that exchange value with you, to form a value chain
Specific point in the workflow where you need help from another context
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Process steps in a stream that each add incremental value
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Reference: North Star metric; OMTM; Playing to Win (Systems); Zone to Win (Systems)
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Unique functions you provide for the business, to deliver value
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What are you empowered to decide, without asking for approval?
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Things you create, change, maintain, and own to help deliver value
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How you create value to serve the customer and the business
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How you serve a customer (internal or external) to make them better
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Higher-altitude desired outcomes that help you define success
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Higher-altitude aspirations and objectives that you aim to support
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Define who you serve, the steps in their jobs, and where you help in their journey
Higher-altitude leadership that provides your funding
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Visibility into the exploration and rationale behind a difficult strategic choice
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