What is your

strategy?

Question # 1
What is your purpose?
What is not your purpose?

Further inspiration

https://www.teacherspayteachers.com/Product/What-is-your-purpose-1438787
https://www.teacherspayteachers.com/Product/Examples-of-purpose-2350843

Question # 2
What values do you have?
What values do you not have?

http://www.ideachampions.com/weblogs/archives/2011/01/50_awesome_quot_1.shtml
http://www.spu.edu/depts/uc/response/winter2k4/goodbusiness.html

Leadership is a function
of questions. And the
first question for a leader
always is:

Who do we intend to be?

Max DePree

A question to ask yourself and people you work with:

Why do we do it this way?

https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for

Further inspiration

https://www.teacherspayteachers.com/Product/Questions-to-discover-your-values-1329394
https://www.teacherspayteachers.com/Product/Human-values-1633047

Question # 3
What do you do?
What do you not do?

Strategy is about
1. choosing what not to do.
2. combining what you do in a unique way.

https://hbr.org/1996/11/what-is-strategy

When you think about all the activities you have

moved into, to what extent do they make sense
together?

https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for

Examples of what IKEA

chooses to do

Examples of what IKEA

chooses not to do

Clear displays in the stores Having many sales associates

which help people serve
in the stores.
themselves.
Child care services.
Food services at the exit
that serve, for example,
Swedish meatballs.
https://hbr.org/1996/11/what-is-strategy

Joan Magretta: Understanding Michael Porter:

The essential guide to competition and strategy.

Strategic positioning means performing

different activities from rivals or
performing activities in different ways.
https://hbr.org/1996/11/what-is-strategy

https://hbr.org/1996/11/what-is-strategy

What
Southwest
Airlines
chooses
to do and
not to do

Seeking out the new and unusual

should be the strategists aim.

http://www.mckinsey.com/insights/strategy/hidden_flaws_in_strategy

http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/

Lets say you were starting over from scratch.

Are the tasks, you do today, the tasks you would you?
If yes, why?

https://hbr.org/2011/08/key-questions-for-leaders

Industry attractiveness

Competitive strength

http://www.mckinsey.com/insights/strategy/enduring_ideas_the_ge_and_mckinsey_nine-box_matrix

The nature of the product is changing, with many

products transcending their roles as material
possessions that people own to become services
to which they buy access.
http://dupress.com/articles/future-of-manufacturing-industry/

Sources
http://www.mobility.ch
http://stadtrad.hamburg.de

Market
growth

Question marks
Select ideas with the
largest potential.
Invest in ideas with the
largest potential.

Stars
Growth strategy.
Invest to stay innovative
and efficient.

Poor dogs
Move out of business area.
Move out of market.

Cash cows
Invest money in question marks /
new promising ideas.
Market share

Adapted from the bcg matrix.

1. What will you do?

2. What will your users and/or suppliers do?

http://www.mckinsey.com/insights/strategy/enduring_ideas_the_business_system

Further inspiration
https://www.teacherspayteachers.com/Product/Stop-and-start-doing-exercise-1594003

Question # 4
What needs do users and
potential users have?

Southwest Airlines defined its target market to include

regular bus travelers - people who wanted to get

from point A to point B in the lowest-cost,

most convenient way.
http://www.strategy-business.com/article/cs00002?pg=all

Broad
target

Low cost

Differentiation

Low cost strategy

Differentiation strategy

Narrow
target
For
example
certain
people
and/or
countries

Low cost focus strategy

Example:
How can we make education materials
available to young people in Kenya?

Differentiation focus
strategy

http://www.slideshare.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers

Further inspiration
https://www.teacherspayteachers.com/Product/Needs-that-people-have-1530997

Question # 5
Which distribution channels
do you use?
Which do you not use?

Suppliers

You

Blogs and other social media / Other digital platforms / Homes of people /
Stairs in apartment buildings / Streets / Event locations / Supermarkets and
other shops / Office buildings / Production facilities / Schools and universities
/ hospitals / Sports centers / Train stations / Airports / Buses / Trains / Trams

Users / students / patients

Digital technologies are narrowing the

distance between manufacturer and
consumer, allowing manufacturers to
bypass traditional intermediaries.
http://dupress.com/articles/future-of-manufacturing-industry/

Instead of building large stocks of furniture, as its

competitors do, MyFab provides a catalog of potential
designs.

Customers vote on them, and the most popular

ones are put into production and shipped to
buyers directly from the manufacturing sites - with no
retail outlets, inventories, complicated distribution, or
logistics networks.
http://hbr.org/2011/05/how-to-build-risk-into-your-business-model

To reduce the time it takes to distribute

products to customers, Zara, Dell, and
Timbuk2 work with production facilities
that are close to end customers.
http://hbr.org/2011/05/how-to-build-risk-into-your-business-model

Number of suppliers

Easily substitutable ideas / inputs /

materials / products.

Strategic ideas / inputs /

materials / products

Non-critical ideas / inputs /

materials / products

Bottle-neck ideas / knowledge /

materials / products

http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf

Value that purchase has for the buyer

Buyer power resources

Buyer dominance

Alliance situation.
Collaboration possibility.

Market situation.
Independent power position.

Dependency of supplier.

http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf

Supplier power resources

Further inspiration

http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching
http://www.slideshare.net/frankcalberg/channels-to-deliver-health-services

Question # 6
In which markets do you work?
In which markets do you
not work?

Examples of questions
Question
Where are users?

Examples
In which countries?
In which cities?
In which parts of a city?

When do users need services?

In the evening?
On weekends?

http://www.strategy-business.com/article/cs00002?pg=all

80% of growth is explained by

decisions about where to work.

http://www.mckinsey.com/insights/strategy/the_art_of_strategy

Managements overriding goal is to position a

company and its products where the market
opportunity is highest.
http://ww2.cfo.com/strategy/2004/02/best-practice-doesnt-equal-best-strategy/

Make choices about where you will play,

and where you wont.

https://hbr.org/2013/01/the-two-choices-to-make-in-str.html

When you go to a foreign market, remember that you

are not trying to serve the whole market.
You are looking for people who value what you do.

Joan Magretta: Understanding Michael Porter: The essential guide to competition and strategy, location 2550.

Question # 7
Which types of capital / assets /
resources / competencies
do you have / need?
Which do you not need?

Further inspiration
https://www.teacherspayteachers.com/Product/What-types-of-capital-are-you-developing-2244992

Question # 8
How are you rewarded / paid /
compensated / praised /
financed / funded?
How are you not rewarded?

Further inspiration
https://www.teacherspayteachers.com/Product/How-can-people-pay-2384341
https://www.teacherspayteachers.com/Product/How-should-people-be-paid-1374105

Question # 9
What external changes
are happening that you
need to adapt to?

2 questions for you

1. What changes are lasting?
2. What changes are not lasting?

http://edgeperspectives.typepad.com/edge_perspectives/2014/12/the-big-shift-in-strategy-part-1.html

Further inspiration
http://www.slideshare.net/frankcalberg/pestel

Question # 10
How will you learn and
adapt to changes?

In a world of accelerating change, one of our

greatest imperatives is to unlearn - to
challenge and ultimately abandon some of
our most basic beliefs about how the world
works and what is required for success.
http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html

In a time of accelerating change, learning

is essential to success.
Whatever we know today is depreciating in
value at an increasing rate.
http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html

Kaiser Permanente is testing new ways of

curing people at a fake hospital.

http://www.fastcompany.com/3043056/at-this-fake-hospital-linen-schlepping-droids-robo-patients-and-the-future-of-medicine

Further inspiration
https://www.teacherspayteachers.com/Product/Learning-strategies-1487708

https://twitter.com/frankcalberg