Francis WadeFramework Consulting · Consultant who solves tough strategy and productivity problems for corporations | Author | Web-Speaker | Jump Leap Long-Term Strategy Podcast

ep 18 CLIP 1 alexis savkin from JumpLeap Strategy Podcast

Name: ep 18 CLIP 1 alexis savkin from JumpLeap Strategy Podcast
Uploaded: 2024-07-22T18:08:27+00:00
Duration: 1 min 28 s
Channel: Francis Wade
Description: In this JumpLeap Strategy Podcast excerpt, the speaker describes how clients typically deliver their strategic plans, often as Excel spreadsheets or…

22 Jul 2024 · 1 min

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In this JumpLeap Strategy Podcast excerpt, the speaker describes how clients typically deliver their strategic plans, often as Excel spreadsheets or PowerPoint decks that consist mainly of long lists of key performance indicators (KPIs). The speaker outlines an internal maturity framework for evaluating these strategies: (1) Immature strategies contain only KPI lists with no explicit intent; (2) Mid‑level strategies align KPIs with goals, include initiatives, and hint at drivers and expected outcomes; (3) Mature strategies—observed in roughly 5% of cases—articulate clear cause‑and‑effect reasoning, showing the logical path from starting point to desired end state. The speaker emphasizes that the majority of submissions fall into the immature category, offering little insight beyond the metrics tracked.

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And sometimes they send us their strategy, and typically it's a document in Microsoft Excel, or probably in the worst case PowerPoint slides. And typically what they mean by strategy, they mean by strategy a long list of KPIs. And then we have a kind of internal, you know, maturity system for strategies. So, uh, Immature, mature strategies, like, uh, strategies at low level of development for us are those with just a list of KPIs, indicators they want to track, and this is supposed to, uh, explain what the intention is, what they want to achieve. Okay, we can deduce it, but it's not like the best option. Uh, in the middle we have strategies where we see strategies and they align with the goals. We see some initiatives, so basically we can imagine more or less how things are expected to move, what will be moving, what will be the drivers, and probably what will be the outcomes. And in the best case, I think it's about like 5% of our cases, uh, we see the reasoning behind the goals, we can see a clear cause and effect, like where you want to start, where you want to end, And, uh, well, basically, uh, that's the levels. And, uh, but again, most of the cases is just a list of indicators people track. So basically