The vision of the future, dynamics and content are keys to building an effective strategy in the modern world (see more about building a vision of the future in chapter “Future development”).
Dynamics is the ability to see the situation in the triune time: what was than, what is now, what will happen; understanding the relationship of the past and the future with the possibility to adjust both from the position in the present.
Context is the ability to look at the situation from different perspectives, and in conjunction with other events (with an extent estimate of their mutual influence).
The strategy is planned as an n-dimensional “road map” which includes key points: specific tasks that need to be addressed to achieve the stated objectives.
Polyvariable planning is transformation for extensive linear strategy action plans. Within the effectiveness triad this is a transition to the “action” from the “dreams” and “thinking” states. In addition, each plan is aimed at the solution of one of the key points.
Plans are interrelated, but not close and depending on the changing context. Thus every action has its own implementation pace and rhythm which can be changed depending on external conditions.
In this book we are building a three-dimensional space’s map (time, resources, subjectivity) or as a series of two-dimensional (resources, subjectivity) slides (more detailed description can be found in the chapter “Positioning (conflict) cards”). This approach allows us to describe the multi-dimensional strategy and build polyvariable plans on its basis which are ways to reach the goal with minimal resources.
In some way polyvariable plan is similar to the piano stringing where a strategic goal is to get perfectly tuned instrument, and the developer (piano tuner) determines in what order, and how hard he adjusts every single string.
The first step in the strategy’s formation is to design a vision of the future (more detailed description can be found in the chapter “Future development”) and the description of it in key contexts: personal, collective, universal.
For example, for the business’ future development this target is described (from the perspective of the business’ author) in such contexts: “the staff and the company,” “the company and the market,” “the market and the world.” Within each context identifies key shareholders and stakeholders (respondents group) and expected (projected) relationship between the object and strategy development and the shareholders’ interaction with each other in respect of the design object (such as power and experts interact with each other in relation to the company).
The second step is the description of the arising from the past situation: historically formed interested parties views in the same contexts and interactions lines.
Thus, we get the strategy’s starting and final points.
The third step is defining changes that must happen (necessary to produce) for each of the interactions lines in each context. Thus we get a three-dimensional map of changes or a list of changes that must happen in time frame between “was/were” and “will be.”
The fourth step is the formation of projects to implement these changes. That is the project description of the actions necessary to change this or that “happened” in a particular moment in time. Naturally, these projects are interrelated and together form a “single list of resources.”
The fifth step is determination or the linear action plans formation for each project and possible points of transitions identification between projects (“extra-scripts”) and these points conditions actualization. Within this step “instant list of resources” is formed. This is the amount of resources at a time required for the implementation of strategic goals. Naturally, the “instant list of resources” is dynamic and changes depending on changes in the project’s relevance at any given moment of astronomical time and its implementation pace.
In this approach the implementation of individual projects could be accelerated or, on the contrary, slow down depending on changes in the strategizing object external and internal context.
The results are the following projects:
- Necessary changes map in the triune time (including the vision of the future).
- Set of linear plans (including resource provision) and projects map interaction (how each project affects the other).
- A parameters list for each project plan effectiveness evaluating and the conditions of its status changes.
The developer’s task or strategy manager’s task is to coordinate projects cooperation and to define moments of transition (change of current status) from one project to another.
This allows to optimize resources, primarily through the dynamic situation effective use and to increase the content’s relevance of their actions at any given time.