Rethinking and reframing your strategy to change your approach
By Kel Wang
Estimated reading time: 5 minutes
The article was originally published in the April 2021 Issue, Public Management magazine of the International City/County Management association.
We are in an unprecedented time. What does it mean to the strategies we have in place? I am sure this question has come across your (or your leadership’s) mind from time to time. How would you respond?
We have talked about the best practices of developing a strategic plan, the value of performance management and strategic planning and how strategies can help manage a crisis. Here we would like to present three ideas we haven’t talked about and you may not know. We would also like to post three questions you should ask as you develop, approve or implement your strategies in the future.
- Strategy is about uncertainty
Strategy is a roadmap, a critical path to the collective vision of our community. By nature it has to deal with uncertainties. Without uncertainties, we would just need a series of steps to go from A to B. So the first question you should ask is how are uncertainties accounted for in the strategy?
Oftentimes, our strategy or plan presents one scenario, the best case – the ideal future of your community (known as vision). But what about the other choices that can also make your community a better place? The goal of most strategy conversations is to demonstrate the due diligence of the development process and to get the plan approved. What is missing from the conversation is the shared understanding of premises, assumptions and risks to get to the best case, all of which is what we call evidence-based.
We do have an opportunity to reframe the conversation from a “yes or no” approval exercise to a choice-making exercise by discussing alternatives. It will inevitably enrich the understanding of what is presented and what is underlying. Without understanding, there will be no buy-in.
- Strategy is about what not to do
Strategy is about what to do. It helps us get to the destination. The problem of not discussing what not to do is that we, unintentionally, neglect the fact that what we already have in place may not be as relevant, effective or efficient as its descedenent that is included and articulated in the strategy. So the second question you should ask is what does the strategy tell us what not to do?
Public organizations are facing growing financial constraints and increased public scrutiny. To demonstrate the value for tax dollars and maximize the use of limited resources, organizations have to be able to overcome budget inertia (as a result of the incremental budgeting approach) and liquid resources, which is usually not an easy conversation on its own.
The strategy conversation offers a great opportunity. All participants including elected officials, the public, key stakeholders and administration are in the change mode, imagining a bright future, planning for transformative work and starting a new chapter of partnership and relationship. So people are ready for change. As you plan for transformative new work, it is worthwhile taking an extra step to examine related existing work. It avoids reinventing the wheel, demonstrates the best use of tax dollars and resources, especially under challenging times, and helps instill a continuous improvement mentality in your organization.
- Strategy is about coordination and consistency
Strategy is our plan to make a difference in the community. Sometimes, we may overly emphasize or rely solely on ourselves, our own ability to move the needle; therefore, do not consider sufficiently the value and impact of others. In fact without partners, we would just need an administration’s work plan not a strategy. So the third question you should ask is what roles do others play in the strategy?
Local governments play an integral role in building our community. Depending on the issue, the role would vary. It is okay for us to collaborate, to support, and to enable by focusing on shared outcomes and on where we can add the most value. That’s why recognizing and activating the value from others in the strategy is essential.
If others’ involvement in the strategy is inevitable and in fact adds value, then how can we leverage it? It comes down to two things: clarity of roles and consistency between different work. Our partners are busy. Help them understand their roles not only save their time but also help you manage their expectations. Secondly, strategy is not inherently valuable. The value doesn’t come from strategy by itself. Value comes from the collective impact, especially when the actions and work are aligned and in sync. And this requires consistent communication, shared outcomes / measurement and ongoing commitment to the work.
Conclusion
Unprecedented times come with uncertainties and new demand for public services. While it is important to respond right away by anticipating what is going to happen next, what resources need to move and what measures need to be in place, it is also worthwhile introducing the aforementioned three ideas and three questions to the conversation. You will start to notice that we could have more than one option on the table, we could change the way we do businesses while stopping certain things and we could also get the work done by supporting and working with others. When all of the above start to happen, then you know your strategy is truly successful and it is a true strategy of your community.
