I believe that strategic planning and product management/development processes are unnecessarily complex at most companies – even the best of them. This complexity has many causes. Some valid contributors to this complexity are:
- These processes (Strategy formulation, development and execution, product portfolio management and product definition, development and delivery) must account for high levels of uncertainty. There are no facts about the future.
- These processes contain many interacting decisions – their outcomes can’t be predicted if these decisions are taken in isolation.
- Companies face an accelerated pace of change from disruptive technologies, business models and globalization which can invalidate key assumptions and prior mental models of the strategy and product development processes.
- Competitiveness demands the effective contribution and collaboration of many individuals and the right mix of these individuals is not fixed and aligned with static organizational roles.
- Essential-to-innovation contributors may lie outside of the current company boundaries, i.e. businesses must co-innovate to survive and thrive.
But these inherent contributors to complexity can be dwarfed by self-inflicted factors:
- Reactive processes that fail to anticipate critical decisions and proactively address them.
- Ad hoc processes that depend on actions by a few bottle-necked decision-makers who try to manage everything in their heads, sometimes with outdated and conflicting mental models.
- Slow-to-implement processes (long strategy refresh cycles) that can’t keep up with the pace of change. Lots of serialized steps with high-friction hand-offs of diverse work products and approval delays.
- Failure to learn from successes and failures and to quickly integrate these learnings into the next process cycle.
- Disconnected silos of information owned by competing internal tribes/fiefdoms.
Is your organization ready to make the leap to simplified strategy and product management?
Instead of grinding through lots of incremental process enhancements to address the challenges described above, make the leap with a single disruptive innovation in your thinking. Try explicit, proactive and pattern-based Decision Management.
- Get your decisions out of a few heads; make them visible and explicit to all stakeholders and contributors.
- Treat Decision Management as a top-priority proactive process. Plan, make, capture, communicate and manage your strategy and product decisions in a single, integrated environment. Focus relentlessly on your top N decisions and grow N over time.
- Start learning from each decision by leveraging the power of decision patterns. Take advantage of the compound interest effect of rapid decision learning cycles to drive the transformation of your strategy and product processes.
Your decisions create the future of your business. The value of your business is created one decision at a time. Start managing those decisions and leap ahead of your competition.
If you’re ready to make that leap, please contact the Decision Driven® Solutions team at firstname.lastname@example.org or email@example.com to begin your free trial of the Decision Driven® Solutions Framework today. We are eager to help you succeed.