Rachael‘s six minute stimulus on a co-creative strategy session at Catalysing Change Week 2023:
You can find a summary on participatory approaches to strategy development in our previous blog post.
30th May 2023 Posted by: Ethicore
Rachael‘s six minute stimulus on a co-creative strategy session at Catalysing Change Week 2023:
You can find a summary on participatory approaches to strategy development in our previous blog post.
22nd May 2023 Posted by: Ethicore
During Catalysing Change week 2023, we co-facilitated an interactive webinar on co-creating strategy with our partners at Tostan and Lwala. Rachael shared thoughts on the imperative and potential of participatory approaches to strategy development in turbulent times. Here is a summary…
1. First let’s just look at trends for strategy development.
2. Participatory approaches, at their best, can be a process of empowerment for communities and part of the impact process.
3. There are many approaches and innovations to enable participation in strategy development (and its ongoing evaluation and adaptation during these turbulent times).
Overall – the strategy process is an extention of the organisation’s model for working with community. Making strides to structurally engage communities will ensure your strategy development and implementation is adaptive, and responsive in these turbulent times.
By Rachael Clay
The session, in partnership with Catalyst2030, Tostan, Lwala and Harvard Kennedy School Center for Public Leadership shared experiences, approaches and learning. You can watch the full webinar here: Co-Creative Strategy: Supporting Communities through Collaborative Strategy – Catalyst 2030
20th March 2023 Posted by: Ethicore
Post 4 of the ‘Strategy in uncertainty’ series
You have your strategy, people are engaged, but it’s still too easy to slip into old patterns and carry on as before. From our experience there are strategic approaches, ways of working and mindsets which can all help sustain commitment to an agile and transformational strategy.
The future may look uncertain, but for the bold it can offer big opportunities. A focus on impact and transformational change has never been more important. A new approach to planning and strategy implementation is currently required. Adopting new ways of working can help deliver on your strategic ambitions to change and sustain lives and environments in uncertain times.
By Jane Thurlow
1Enduring Ideas: The three horizons of growth | McKinsey
2 Discipline 1: Focus on the Wildly Important | FranklinCovey
17th March 2023 Posted by: Ethicore
Post 3 of the ‘Strategy in uncertainty’ series
Strategies on paper aren’t going to change the world. Those that organisations live and breathe stand a chance. Setting a dynamic direction, which engages and informs at all levels of the organisation, can help to navigate change. Participatory processes in the development of a strategy are essential to build the necessary ownership and engagement in an agile strategy for its ultimate delivery.
The three elements of the Ethicore Participatory Process: listen, engage and ownership, are critical to strategic planning that lives within an organisation. A mix of tools are used at each stage to ensure a strategy is built on deep insight, engages the organisation in possible directions and is owned and used by teams. Our next blog will explore some of the tools in more detail.
By Rachael Clay
15th March 2023 Posted by: Ethicore
Post 2 of the ‘Strategy in uncertainty’ series
An elaborate strategy can feel reassuring for Boards at times of uncertainty. However, it can also underplay risks, slow response times and miss opportunities during periods of change. We have been evolving approaches to strategy development and planning with partners over the last few years, to build agility. Our learning is that facing up to the disruptive forces, having an unrelenting focus on impact and a strong position are all essential to success. Here are the five fundamentals we’ve found support effective strategy development in uncertain times:
Once we accept the uncertainty of our times we can design strategies to navigate through. Embracing these fundamentals for agility can be reassuring for Boards and liberating for Leadership and their teams. It starts with the strategic planning process but should become an organisational approach over time.
By Rachael Clay and Jane Thurlow
1Enduring Ideas: The three horizons of growth | McKinsey
2 When nothing is normal: Managing in extreme uncertainty | McKinsey