{"id":504,"date":"2015-11-06T04:36:08","date_gmt":"2015-11-05T15:36:08","guid":{"rendered":"https:\/\/gravitylab.nz\/uncategorized\/how-youre-supposed-to-do-strategy-simply-explained\/"},"modified":"2021-07-12T16:46:27","modified_gmt":"2021-07-12T04:46:27","slug":"how-youre-supposed-to-do-strategy-simply-explained","status":"publish","type":"post","link":"https:\/\/gravitylab.nz\/how-youre-supposed-to-do-strategy-simply-explained\/","title":{"rendered":"How you’re supposed to do strategy – simply explained"},"content":{"rendered":"\n
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This pyramid shows how the components of your strategy build of each other. The times on the right indicate ideally how often these should last.<\/p>\n

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Do any of these statements characterise your business?<\/p>\n

\u201cBusiness is growing, but I seem to be spending more and more time managing staff and customers.\u201d<\/em>
\n\u201c There is more to do and more tension in the air. We are all working really hard day after day.\u201d<\/em>
\n\u201c I assume we are progressing, but if you asked me how I couldn\u2019t really prove it.\u201d<\/em>
\nThis is the cry of a business who doesn\u2019t embrace a strategy management system.<\/p>\n

The problem: Everyone thinks they are a \u201cStrategy Expert\u201d<\/h3>\n

I have worked as a business strategy consultant for years. One of the biggest hurdles I have is that everyone thinks they are a \u2018strategy expert.\u2019 In most cases they are woefully uninformed. Owning a business doesn\u2019t automatically mean you understand strategy.<\/p>\n

This guide explains just how simple it is make strategy work for you.<\/strong><\/p>\n

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Mission \u2013 core purpose of the organisation<\/strong><\/h2>\n

Many companies confuse their mission and vision statements; and nearly all companies haven\u2019t articulated them clearly. Your businesses mission is your reason for being. Walt Disney\u2019s mission isn\u2019t to make movies (that\u2019s a product). It is to \u201cmake people happy.\u201d This is a mission that will never change in a hundred years.<\/p>\n

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Values \u2013 timeless guiding principles<\/strong><\/h2>\n

I often walk into offices and see value statements written on the wall. Statements designed to motivate staff. Values like: \u2018We respect each other\u2019, \u2018we deliver results\u2019, and \u2018we own our mistakes\u2019. 90% of the time these are not the organisations values.<\/p>\n

They could be values, but what the team does in practice is what matters, not what you write on the wall. Values are the guiding principles of your company that apply to every employee regardless of their rank or role. Like the mission statement this is a foundational element of your company and once you get this right it should never change. You hire staff based on their alignment to your values. You test business decisions and culture development against your values. Values should be taken very seriously. Values empower the success of the business. Without them culture doesn\u2019t develop and your business outcomes are rarely met<\/p>\n

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Vision \u2013 a picture of the ideal future in words<\/strong><\/h2>\n

Your vision is what your business will look like when you apply your mission. This is the tangible picture of the intangible mission statement. This needs to be very specific and represent the intersection between:<\/p>\n