Strategy Facilitation Tools

Our REVOLUTIONARY WORKPLACE Strategic Review process, uses leading edge, and proven, strategy development tools.

Strategy Review Tools Overview

 The most effective Strategy review process uses a proven approach and powerful tools. 

Here are more strategy formulation tools and frameworks that organizations can use to analyse their current situation, set objectives, and develop effective strategies.

Here is a list of some widely recognized strategy formulation tools and frameworks:

Some of the Most effective Strategy Development tools include:

1. REVOLUTIONARY WORKPLACE CLEARx Framework: – Developed by Tony Dovale over 35+ years of R&D and over R20 Million in time and oney invested. 

2. CLEARx SWOT Analysis:   Strengths, Weaknesses, Opportunities, and Threats analysis helps identify internal and external factors that can impact the organization’s strategic position.

3. PESTEL Analysis: Political, Economic, Social, Technological, Environmental, and Legal analysis assesses macro-environmental factors affecting an organization.

4. Porter’s Five Forces: Developed by Michael Porter, this framework analyzes the competitive forces in an industry, including the threat of new entrants, bargaining power of buyers and suppliers, threat of substitute products, and intensity of competitive rivalry.

5. BCG Matrix (Boston Consulting Group): This matrix classifies a company’s product portfolio into four categories: Stars, Cash Cows, Question Marks, and Dogs, helping with resource allocation.

6. Ansoff Matrix: This matrix suggests four growth strategies: Market Penetration, Market Development, Product Development, and Diversification.

7. Balanced Scorecard:  Developed by Kaplan and Norton, this tool aligns strategic objectives with key performance indicators (KPIs) in four perspectives: Financial, Customer, Internal Processes, and Learning & Growth.

8. Killa Company Process: Developed by Tony Dovale as part of the REVOLUTIONARY WORKPLACE High Performance System

9. Scenario Planning:  Involves creating multiple plausible scenarios for the future to help organizations prepare for different potential outcomes.

10. Value Chain Analysis: Examines all the activities a company performs and how they contribute to its competitive advantage.

11. Blue Ocean Strategy: Developed by Kim and Mauborgne, this strategy encourages companies to explore uncontested market spaces rather than competing in crowded markets.

12. McKinsey 7-S Framework: Analyzes seven internal elements (Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills) to ensure alignment and effectiveness.

G13. E-McKinsey Matrix: A nine-box matrix that evaluates business units based on industry attractiveness and business unit strength.

Strategic Group Mapping: Identifies groups of companies within an industry that follow similar strategies.

Core Competencies Analysis: Identifies the unique capabilities and resources that give a company a competitive advantage.

Delta Model: Developed by Arnoldo Hax, this framework focuses on customer loyalty, operational excellence, and product leadership as sources of competitive advantage.

Game Theory: Analyzes strategic interactions between competitors to predict their behavior in competitive situations.

Resource-Based View (RBV): Emphasizes the importance of a firm’s internal resources and capabilities in achieving sustained competitive advantage.

SWOT/TOWS Matrix: Combines SWOT analysis with strategies to capitalize on strengths, overcome weaknesses, exploit opportunities, and mitigate threats.

Capability Maturity Model (CMM): Assesses an organization’s level of process maturity and capability in key areas.

Critical Success Factors (CSFs) Analysis: Identifies the key factors critical to the success of an organization in a particular industry.

Business Model Canvas: Developed by Alexander Osterwalder, this visual tool represents a company’s value proposition, infrastructure, customers, and finances.

Appreciative Inquiry: Focuses on identifying and building upon an organization’s strengths and positive aspects to drive organizational change and development.

Jobs-to-be-Done (JTBD): Shifts the focus from products or services to understanding the jobs or tasks that customers are trying to accomplish, helping businesses innovate based on customer needs.

Design Thinking: An iterative and human-centered problem-solving approach that emphasizes empathy, ideation, prototyping, and testing to address complex challenges.

Six Thinking Hats: Developed by Edward de Bono, this technique involves considering different perspectives or “hats” (emotional, positive, negative, creative, process-oriented, and factual) to encourage comprehensive decision-making.

Competitive Advantage: Michael Porter’s classic framework that explores how firms can achieve sustainable competitive advantage through cost leadership, differentiation, and focus.

Strategic Intent: A concept introduced by Gary Hamel and C.K. Prahalad, emphasizing the importance of ambitious and inspirational goals to drive organizational success.

Blue Strategy: A framework that combines elements of Blue Ocean Strategy with other strategic principles to create a comprehensive approach to strategy development.

Lean Thinking: Originating from lean manufacturing principles, this approach aims to maximize customer value while minimizing waste, encouraging a continuous improvement mindset.

Real Options Theory: A financial approach applied to strategic decision-making, treating strategic choices as financial options to manage uncertainty and flexibility.

SWOTR Analysis: An extension of SWOT analysis that includes an additional consideration for Risks, providing a more comprehensive view of the internal and external environment.

Agile Strategy: Adapts agile methodologies from software development to the strategic planning process, allowing organizations to respond quickly to changing market conditions.

Strategic Foresight: Involves scanning the external environment to identify trends and disruptions, enabling organizations to proactively shape their future strategies.

Cultural Web: Developed by Gerry Johnson and Kevan Scholes, this tool helps assess and understand the underlying assumptions and cultural elements influencing an organization’s strategy.

Dynamic Capabilities Framework: Emphasizes an organization’s ability to adapt, integrate, and reconfigure its resources and capabilities in response to a rapidly changing environment.

Network Analysis: Examines the relationships and connections within and outside an organization to identify opportunities for collaboration and strategic partnerships.

Choosing the most appropriate tool or combination of tools depends on the specific needs and context of the organization, as well as the nature of the challenges they face in the dynamic business environment.

These tools and frameworks are not mutually exclusive, and organizations often use a combination of them to develop a comprehensive and effective strategy. The choice of tools depends on the specific needs, goals, and context of the organization.