SOARing and SEEing Planning and Visualizing Strategically Loretta L. Donovan
SOARing and SEEing
Planning and Visualizing Strategically
Loretta L Donovan
Steps to Strategy Success
bull Shift the focus to the positivebull Involve those who will impact and who will
be impacted by the strategybull Prototype and empowerbull Sustaining the momentum ndash nurturing a
ldquolivingrdquo strategy
bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course
EMBRACE The Ecology of Engagement (EOE)
bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy
No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy
Align To Engage
bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
Steps to Strategy Success
bull Shift the focus to the positivebull Involve those who will impact and who will
be impacted by the strategybull Prototype and empowerbull Sustaining the momentum ndash nurturing a
ldquolivingrdquo strategy
bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course
EMBRACE The Ecology of Engagement (EOE)
bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy
No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy
Align To Engage
bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course
EMBRACE The Ecology of Engagement (EOE)
bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy
No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy
Align To Engage
bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
EMBRACE The Ecology of Engagement (EOE)
bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy
No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy
Align To Engage
bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
Align To Engage
bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system
Measurements and Rewards
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
Structure and Process bull A new strategy often requires relevant alteration in the way
things are organized and how its decisions get made Therefore it is necessary to ask such questions as
bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle
bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place
bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
People bull Success will be achieved only if people are focused skilled
and motivated bull Defining and communicating strategic choices with clarity and
simplicity will create the necessary focus bull Need to build the competencies required to support the new
strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that
high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
Culture bull Culture expresses itself through specific values and
observable behaviors Business performance and culture are inextricably linked together
bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems
bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished
bull When culture resists strategy culture wins
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
5 Touchstones of Strategy and Leadership
1 Choices
2 Clarity
3 Change
4 Courage
5 Compassion
lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most
Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination
Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis
Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency
lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do
Your future is up to you
Build on strengths to create the future you most desire
Your future is up to you
Build on strengths to create the future you most desire