The Acceleration Strategy Approach

Strategy provides the context and direction that allows all other functions to contribute effectively to the success of the enterprise, whether public, private, non-profit or just a bunch of people trying to make a change in the world.

A good strategy at it’s roots is a statement of the intentional direction of the enterprise. It should be articulated in simple language that is relevant to all members of the enterprise and their stakeholders. Ideally the strategy is aspirational, articulating what the enterprise wants be best at delivering, with some added context and an indication of why this is important. A great example is the approach of Jim Collins with the Hedgehog concept. What CAN you be the best in the world at, that you have the passion to commit to becoming the best, and that there is an identified business model.

Once you have the first iteration of your strategy, we’ll call it the strategic intent, the next step is to start taking the steps to engage all stakeholders in the realization of this strategy. We call this the Acceleration Strategy. At the highest level, these steps include:

  1. Articulate your strategic intent. Why are you in business?
  2. Establish the strategic intent within the employee engagement programs.
  3. Ensure the strategy is aligned with the customer experience and perception.  Leverage a closed loop customer experience management process.
  4. Align the enterprise investments with the strategic intent as well as to reinforce this strategic intent with all stakeholders (customers, employees, suppliers).
  5. Manage partners and associations that are aligned with your strategic intent.
  6. Accelerate investment through public and private capital partnerships as appropriate.
  7. All of this needs to be supported by communications. A viable strategy, communicated and implemented consistently and continually will be more effective than the best strategy held in the enclave of the senior management team.
  8. “Sharpen the Saw” - in a predictable cycle (annual or monthly) revisit and improve all aspects of the Acceleration Strategy.

Obviously each of these key activities represents significant investments of time and resources. This may be the main reason that most entrepreneurial companies remain operational rather than strategic. If they were to take the first step of articulating and committing to a strategic intent, their organization would begin to align to the strategy almost subconsciously.


 

Closing the Loop to Close the Experience Gap

 

Manage the Experience – Manage the Growth.  The experience is observed by measuring the perceptions held by customers, employees, partners and suppliers.  One can drive alignment by measuring the experience gaps in any area then work to eliminate these gaps.  It's a process called Experience Management and is most effective with customer perceptions.   

We follow the frameworks that have been defined by the most highly regarded business books of all time, including Good to Great, 5th Discipline, The Ultimate Question, Michael Porter's works, to name a few. Stakeholder buy in develops naturally during the iterative process identifying and eliminating experience gaps. This alignment, supported by empowering technology, drives buy in and ultimately strategy acceleration.

Net Promoter Systems (NPS tm) are critical to most engagements.  Leveraging the ultimate question as a key element of the closed loop process ensures continuous improvement of the company aligned on customer centric priorities.

  1. Front line immediate remediation and customer relationship development.
  2. Employee Engagement is critical as the key experience drivers are delivered by the employee!
  3. Enterprise strategic resource planning establishes consistent improvements across the company.
  4. Financial impact analysis informs the prioritization and scale of investments such that the ROI of your programs ensures their continued success.
  5. R&D integrates customer perception data into the enterprise data to generate profitable innovation.

"Net Promoter Score" and "NPS" are registered trademarks of Fred Reichheld, Bain & Company, and Satmetrix.

 
 
The Essence of a Closed Loop Process
  •