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Strategic Winning Insights
What is Strategic Winning Insights?
This diagnostic provides CEO’s with the perfect formula to assess their organisation against the Winning organizations of today. It is targeted at those people who know most about their organization’s performance and provides them with accurate information about where to focus their resources for future success.
Using our unique style of reporting we enable you to accurately identify the “Opportunity Gaps” within your organisation, allowing you to quickly locate the areas that require specific attention to improve management, practices and performance. Contact us and let Jasper International help you measure your strategy and returns.
Who Uses It?
It is used by CEO‚Äôs, Health Authorities, Government Bodies, Private and Public Sector Companies, Not-For-Profit Organizations, Senior Change Agents, Quality and Improvement Executives and Firms of Consultants.
It should be used to ascertain an organization-wide analysis of performance and sustainability.
SWI is our third and final business improvement tool of three and compliments our Business Model DNA and Strategic and Tactical Management Systems.
The Measures Defined!
Strategy | Clear and Fuzzy Strategy
Strategy is an important element of the winning framework. Winning organizations have a clear strategy, though it can be expressed in many ways and does not necessarily exist through vision and mission statements or a similar type of statement. However, there appears to be some fuzziness or flexibility at the edges of strategy. Winning organizations are always seeking to take advantage of incremental and unexpected opportunities, even if they tend to lie just outside their current clear strategy. Good strategy is an important driver of success but on its own does not guarantee success. It helps with organizational alignment, direction setting, decision making and ensures focus and consistency throughout the organization.
Alignment | Perfect Alignment
While seemingly impossible, winning organizations actually believe they can achieve perfect alignment.
Practicing a culture of continuous improvement, they use systems as the critical foundation for alignment.
They seek to align culture, leadership, people and perceptions of strategy. Alignment is made to external needs as well as to internal forces. Achieving alignment across the organization is very difficult but essential. The organizations understand the importance of being aligned to customers to ensure that internal processes deliver the products and services that are wanted, instead of simple alignment to the products that the organization can produce.
Outlook | Looking Out, Looking In
Winning organizations are both externally focused and internally focused, and have a balanced perspective with respect to all stakeholders. They are aware not just of customers, but of their environment, their community, their international industry and international trends. They carefully manage relationships outside the organization and know their place in the value chain, understanding how future value is created and how it can be extracted. Winning organizations operate from the customer‚Äôs perspective and develop customized products and services, using market research to validate needs and satisfaction. They strive to build lasting relationships with suppliers and other business partners and also view governments and regulators as forces to be managed. Leaders are constantly thinking globally.
Adaptability | Adapt Rapidly
Changing business conditions mean that even if perfect alignment is achieved, the organization will have to change and evolve rapidly. Winning organizations are flexible but change in these organizations is controlled. They understand that change is continuous and may be externally or internally induced.
Continuous improvement and innovation is sought in processes as well as in products and services.
People | Right People
Winning organizations recognize that getting the right people into the right jobs is critical for achieving excellence. They recruit and develop people who believe in the ‚Äėcause‚Äô and whose values and attitudes fit the intended strategy and culture, rather than the ‚Äėbest‚Äô people who demand the highest pay. People who do not fit are actively managed out of the organization quickly. People who work in a winning organization are committed and proud to work for their organization and are keen to use their collective talents to ensure it succeeds. Having the ‚Äėright‚Äô people means less need for organizational hierarchy, structure, bureaucracy and excessive controls. Winning organizations are very clear on what people need to achieve individually and in teams. They measure performance against targets, provide feedback on performance and reward people based on the results.
Leadership | Leadership, Not Leaders
In winning organizations, leadership is seen as a team based capability rather than the responsibility of one individual. Leaders set up an emotional ‚Äėcause‚Äô for the organization, often expressed in moral or social terms. Leadership style is dependent on the particular organizational needs at a specific time – an ability to adjust rapidly to changing needs is a key characteristic of success. Leaders in winning organizations tend to exhibit a ‚Äėcaptain-coach‚Äô styles and build informal communication networks within the organization. They also go to great lengths to find different channels in which to communicate formally, frequently and as widely as possible. They are available, egalitarian, and they closely support their people rather than set difficult challenges from afar. Some of these factors are considered to be climate and cultural differences. A key leadership focus is building the capabilities at all levels of the organization.
Risks | Manage the Downside
Despite rapid growth, innovation and looking outwards, winning organizations are conservative. Project management techniques are used to plan carefully beforehand and evaluate the downside and risks of major decisions, not just the upside or positives. Winning organizations accept that risks are necessary for progress and are proactive in sharing them with other organizations, customers and their people.
Balance | Balance Everything
Rather than trying to choose between alternatives, winning organizations choose both. For instance, while they are conservative, they are also entrepreneurial. While focusing on the long term, they also focus on the short term. While focusing on financials, they also focus on delivering value to customers, employees and the community. While working in teams, people are also individually responsible. They achieve superior performance by combining all elements of the framework, rather than focusing on profits or marketing or innovation or leadership. They do many things consistently well at the same time.
Execution | Effective Execution
Effective execution enables winning organizations to deliver results against an expressed expectation ‚Äď they do what they say and do it again and again. Executives announce what they plan to do, plan and budget for it and then meet the plans and budgets. To do this they have clear processes that are accepted within the organization. They have good management control systems, people take personal responsibility for their work and they rigorously measure performance. They learn from their mistakes and handle them positively by regarding them as opportunities for improvement. They do not allow poor performance of a business unit to drag down the overall performance of the organization (or at least not for very long). In other words, under-performing business units are not cross-subsidized and every unit has to meet the standards and pay its way. These characteristics differentiate winners from most other organizations that disappoint their stakeholders by failing to deliver what they say, what they promise and what they promote and market.