ClearPurpose

The systems strategy defines how the organization leverages information technology to accomplish its mission. 

Just as organizations can’t operate without people, they can’t operate without information systems. Therefore, a systems strategy is absolutely essential for any organization. As with most strategies, every organization already has a systems strategy, they just may not know what it is. If that’s the case, you may not realize how much your de facto systems strategy is hurting your ability to execute the rest of your strategies, and you almost certainly aren’t benefiting as much as you can from the available technology.

Similar to the people strategy, there should be an overarching systems strategy for the entire organization and then cascading systems strategies for sub-teams. Each team’s systems strategy needs to align with the organization-wide systems strategy, but must specifically address how information systems will support the team’s own strategy.

The strategy will enable decisions about which systems and development projects get resources and what capabilities need to be acquired or developed within the supporting organizations.

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It may be cliche for organizations to say that people are their most precious resource, but truly no strategy can be well executed without appropriate people strategies. The people strategy is one that needs to cascade throughout the entire organization — with each level aligning to the one above but focused on the specific needs of that team.

The people strategy has to reflect what is needed to execute the organization’s strategy in terms of the culture and human capabilities required. This should also explicitly translate into clear direction on staffing levels, organizational structure, and insourcing vs. outsourcing. It should also explicitly address how employees will be compensated and rewarded to attract/retain the right employees and to incent the right behavior. The strategy will guide specific recruiting and staffing decisions, investments in training and development, and performance management including promotions and corrective actions. It will also guide the creation of appropriate outsourcing and partnering relationships.

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Every organization needs a strategy that defines how innovations are prioritized, sourced, and managed.

Virtually all organizations require some form of innovation — whether it be technology, product, business model, or operational creativity. The nature and approach to innovation matters, but what matters most is to ensure that the entire organization is working in lock-step so that innovation initiatives are productive and value-creating.

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In my new eBook, A Sprint to the Finish, I look back on Sprint’s 120+ year history, especially focusing on key strategic decisions that took the small 19th century local startup in Abilene, Kansas to a 21st century global telecom and wireless giant. I especially draw upon my 11 years at the company to provide insights into how some key strategic decisions were made (and some of the tools that can help make hard decisions easier).

Read the full announcement here.

Find the book here.

The Discipline of Market Leaders is a classic book on competitive strategy. In it, the authors introduce an important strategic framework that I think every leader needs to understand and consider as they make decisions about their organization.

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Each product will have its own strategy. The product strategy will define the role that the product plays in the company’s portfolio and which business objectives it helps the company achieve. As with any aspect of the business, the product strategy has to align with the higher level strategies in the business.

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The channel strategy (or distribution strategy) is driven by the market strategy. There are typically multiple distribution options that a business can consider. The channel strategy is primarily focused on determining the optimal mix of sales through different distribution channels.

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The market strategy defines what investments the business will make in order to achieve revenue goals.

Once the competitive strategy is determined, the market strategies can begin to take shape. Traditionally, marketing is represented by the marketing mix, or the “4 P’s of Marketing”: Product, Price, Promotion, and Place (distribution).

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Perhaps the most foundational strategic decision for any business is the basis on which you will compete in the marketplace.

To be successful in a competitive market, there must be a reason for customers to select the firm’s offers over those of competitors. Arguably, Michael Porter defined the discipline of competitive strategy with his 1980 textbook on the topic. Porter and the team of Michael Treacy and Fred Wiersema each provide a framework for competitive strategies.

Whether using Porter’s generic strategies or Treacy and Wiersema’s market disciplines, the competitive strategy chosen will drive decisions across the company.

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