How does your organization manage the resolution of strategic issues? Chances are, they pop up in executive strategy review sessions, as they should. Alternatively, you may also have meetings set aside to specifically address these emerging issues.

One of the challenges many organizations face is how to turn those discussions into defined action, how to consistently leave the room with firm decisions. I would suggest that while your emerging risks may be extremely complex, the initial decision making process doesn’t have to be. There are 3 things you need to leave the room with:

1) Obviously… The list of the issues/risks on your radar
2) A decision about which ones are real/operational in nature, and which ones are perceptual (don’t assume your customers are wrong often)
3) Accountability for the resolution

Here’s a decision tree you can use in your meetings:

Depending on your culture, and who is in the room with you, you may find that a framework like this simplifies decision making.

A issues: We know we’re prepared to resolve, who is going to do it
B issues: We aren’t prepared to act, hence we need to manage the issue differently
C issues: We have a percpetual issue, this is managed by a different group of people

For easier viewing: Right-click and copy the image, then drop it a word file. It’s fairly high res.

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Categories: Strategic Planning