Good strategy can be elusive.
While anyone can learn strategy development and creation, and everyone can master strategy development and creation to a certain level, not everyone has the ability to develop executive level strategy.
Good strategy elements are broad, touch most aspects of the organization, and move the entire organization in a specific direction. They are more than projects, more than programs, and definitely take more than 3 days offsite to develop well.
Good strategy is a process. It must be reviewed for performance and activity compared against it for alignment at least monthly. It needs to be embedded in the language of the organization and forwarded in a collaborative manner by all C-level executives with every decision.
To begin, figure out where the organization is.
Second, figure out where the executive team wants the organization to be in 3 to 5 years (exact timeframe will change based on industry and speed of change required).
Third, map out an integration and development plan. For example, what needs to be done in year 1 to enable activity in year 2?
Fourth, make sure the boundary conditions for activity are established and agreed upon.
Fifth, make sure the executive team can monitor the performance of the organization as it moves to move the strategy from a plan to actual implementation.
For assistance creating highly competitive strategies, please contact Process & Strategy and ask for Cynthia Kalina-Kaminsky.