THE STRATEGY CHANGE CYCLE

John M. Bryson, 1995, 2003

Forces/Trends Key Resource Competitors

Political Controllers Competitive
Economic Clients forces
External environment

Social Customers
Technological Payers Collaborators
Educational
Physical
Members
Regulators
Collaborative
forces
B = Places where the process typically begins

S = Places where stakeholder analyses may occur

S 4A G = Places where goal formulation may occur

External
B S 2 Environment V = Places where vision formulation may occur
Mandates
Requirements
Opportunities
Expectations and Challenges
G G G G G G
B S 1 B S 5 B S 6 S 7 S 8 B S 9 B S 10
Strategic Issues Strategy and
Direct Approach Strategy Strategy Description of
Initial Organization Planning Process
Agreement
Goals Approach
Formulation and Reassessment
Vision of Success
Five-Step Plan Review In the Future Implementation
Readiness Approach Strategy Maintenance,
Assessment Oval Mapping Process and Change, or Termination
Indirect Approach Oval Mapping (Vision of Success)
Plan for Planning
Tensions Approach Adoption Strategic Management
Systems Analysis -Optional- System Design

S 3
V V V V V V
Strengths and
Mission/Values
Internal environment

Weaknesses
Purposes
By stakeholders

S 4B
Internal
Environment

Resources Present Strategy Performance

People Overall Scorecard

Edited 1/8/04
Economic Department Indicators
Information Business Results
Competencies process History
Culture Functional

Strategic planning Management