Part 3 in a 3 part series on tools for the technology social enterprise artist/strategist/entrepreneur. Some social entrepreneurs are able to identify a technology market opportunity. And, they may be able to identify an organizational strategy, but fail to implement effectively or adapt the plan in a systematic way. Strategy development is a creative and interesting activity. But, it is far more difficult to implement strategy - to ensure that the strategic purpose is optimized yet provides sufficient agility to adjust to real world opportunities. There is a school of thought that suggests that strategy ought to be avoided because it hamstrings management to a narrow set of options. And, these options were developed in the vacuum of business planning with spreadsheets. This can be true when organizations implement strategy wrong by building granularity explicit actions. Organizations need to implement based on the intent of the strategy rather than compliance with a set of pre-determined actions. This means that managers need tools that enable agility with strategic intent.Pragmatic Marketing frameworkLink: http://www.pragmaticmarketing.com/about-us/frameworkUsed to: identify the functions of strategy development and executionFocus period: on-goingUseful for: the entire strategy lifecycle, critically provides a way to identify what functions need to be performed that can be mapped to organizational rolesValue Proposition ArchitectureLink: http://torgronsund.com/2011/11/29/7-proven-templates-for-creating-value-propositions-that-work/ [7 templates]Used to: solidify and then simplify the value proposition of any product or serviceFocus period: at launch of any product or serviceUseful for: determining the key points and elevator statement, enables maintaining consistency across multiple products and servicesRobert S. Kaplan and David P. NORTON Balanced Scorecard Link: http://en.wikipedia.org/wiki/Balanced_scorecardUsed to: manage organizational performanceFocus period: yearly adjustments based on results, but should be a daily toolUseful for: identified the measures that are important and ought to dominate management information. Unlike generic scorecards, the balanced scorecard balances measures and shows dependencies among customer, financial, process and staff elements.Geoffrey Moore's Projects to PLaybooks to ProductsLink: http://www.amazon.com/Escape-Velocity-Free-Companys-Future/dp/0062040898Used to: adapt processes and plans depending on product maturityFocus period: during growth periodsUseful for: identifying when to shift focus from project work to reusable work through playbooks to mature productLean/Agile TechniquesLink: http://en.wikipedia.org/wiki/Agile_software_development and http://en.wikipedia.org/wiki/Lean_StartupUsed to: processes that enable change, particularly in social enterprises developing technologyFocus period: continuousUseful for: testing innovative products and ideas, iterating rapidly, getting customer/user feedback enabling change before it's too lateBusiness Component MappingLink: https://www.research.ibm.com/haifa/projects/software/cbm/index.htmlUsed to: identify priority processes through a heat map that need to be automated & can be used when developing a product strategy for a technology social enterpriseFocus period: at key evolutionary points in organizational growth and for product design for technology companies with updates as neededUseful for: prioritizing internal information systems, for designing coherent and extensible technology productsMatt Andrews, Lant Pritchett, and Michael Woolcock: Problem-Driven Iterative AdaptationLink: http://www.cgdev.org/publication/escaping-capability-traps-through-problem-driven-iterative-adaptation-pdia-working-paperUsed to: managing complex implementationFocus period: continuousUseful for: change management, root cause analysis, understanding contextBig Picture StrategyDeveloping Organizational StrategyImplementing Strategy
