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Change Management





Strategic Meeting
Sailing in the right direction


Effective strategies will include a clear understanding of the process, content and context to which an organisation seeks to fulfil its purpose. Whether your firm is a new start-up, developing business or a mature organisation, having no strategy is like a ship with no rudder.

To use the iceberg analogy; what you see on the surface is only a fraction of what is really there. In other words, a good strategy will recognise the choices available having synthesised all the independent and interdependent factors not only on the surface, but what is often unnoticed and embedded within your business and its surrounding environment.

What is strategy?

Some people use ‘plans’ and ‘strategy’ as if they are one in the same. We see similarities and while in reality they are conjoint, they are actually two different things. A plan is an image of the formulation that is anticipated to get from one point to another. It is conceivable to get to get from A to B without a plan, however a strategy is the actual route and baggage you might take having applied a degree of intelligent foresight so that you survive the journey. We see it like this... ‘A><B’.

The application of an intelligent strategy will make iterative allowances for the way people think, the way the strategy is formed and the types of changes anticipated. Strategies operate at different levels including functional, business, corporate and network levels. Moreover, strategies are contextualised by industrial, organisational and international environments.

We think the most compelling point about your strategy, is how it will deliver to the very reason your organisation exists.

Paradox Strategic Management has first-hand experience in strategy formulation and policy implementation and can assist you with any of the following;

  • Strategic Synthesis (Understand the application of strategic synthesis to reconcile tensions, ‘wicked’ problems and complex dilemmas)
  • Strategic Thinking (Understand the demand for both logical and creative thinking)
  • Strategic Formation (Understand the demand for both deliberate strategising and emergent strategies)
  • Strategic Change (Understand the demand for both revolutionary and evolutionary change processes)
  • Business Level Strategy  (Understand the demand for both market adaptation and resource leveraging)
  • Corporate Level Strategy (Understand the demand for both multi-business synergies and business-unit responsiveness)
  • Network Level Strategy (Understand the demand for both inter-organisational competition and cooperation)
  • Industry Strategy (Understand the demand for firm compliance and strategic choice)
  • Organisational Strategy (Understand the demand for both management control and organisational chaos)
  • International Strategy (Understand the demand for both global synergies and local responsiveness)
  • Strategic Purpose  (Understand the demand for both economic profitability, social and environmental responsibility)
  • Risk and contingency planning (Developing and implementing risk management frameworks, risk identification, risk analysis, normative behaviours and risk premiums, risk mitigation, pipelining strategic alternatives)
  • Scenario planning (Linking the future to the current strategy, developing strategic flexibility and response capability, testing robustness, identifying ‘raplex’ environments, possible and probable paths and futures, paradigmatic patterns and trend arenas)
  • Business Modelling (Understand the business model ‘canvas’ and how this links customer segments, value propositions, channels, relationships, revenue streams, key resources, key activities, key partnerships and cost structures, business model- patterns, design, strategy and processes in order to create, capture and deliver game changing value and efficiency)

‘Wicked’ problem:
A circumstance where contradictory tension exists between what appears as fundamentally opposite directions of choice or diametrically opposed ideals (thesis and antithesis) AKA a ‘strategic paradox’.

Strategic synthesis:
The process of arranging ideas, contrasting opinions, integrating perspectives and generating innovative outcomes that transcend a ‘wicked’ problem.

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Strategic Plan
Strategic Vision
Plan your next move