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At first glance Strategy Roundtable™ is somewhat intimidating.
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Strategy Roundtable™ provides substantial functionality and flexibility, but is no different than Microsoft Word or Excel. No one is expected to jump into level 4 capabilities before mastering level 1. Just as it is quite straight forward to use Word and Excel's basic functionality, so too is it easy to get started with Strategy Roundtable™.
That said, Strategy Roundtable™ isn't Word or Excel, it is strategic management software. In the end, the hard part isn't using Strategy Roundtable™, the hard part is the honest evaluation of your strategic management issues and employing Strategy Roundtable™ in the process of reducing and/or eliminating them.
We've worked with many organizations to help them carefully assess their existing strategic management activities and, together with our senior consultants, determine how to use Strategy Roundtable™ to their greatest advantage.
In one case, we helped our client, a large multi-entity healthcare network, focus on their key strategic management issue, the proliferation of strategic initiatives across their network. To tackle this key issue, they first used Strategy Roundtable™ to catalog and assess their outsized portfolio of projects. By cataloging high-level project data and analyzing the expected impact of each project on the organization's corporate objectives they were able to quickly identify duplicate activities, costly initiatives not justified by their anticipated return and situations where actions were needed but neither in progress nor planned.
For another Strategy Roundtable™ client, an Information Technology shared services organization, their key issue was strategic prioritization. They employed Strategy Roundtable™ to catalog CSFs (critical success factors) and SWOTs (strength, weakness, opportunity, threat items) developed via surveys completed by their customers, internal staff and the cross functional planning team. As they entered this information into Strategy Roundtable™ each item was assigned an importance value, 25 for customer generated items, 3, 6 or 9 for internal staff and planning team generated items. Using Strategy Roundtable™'s impact analysis they quickly ascertained where scarce organizational resources should be allocated - to the goals and objectives that addressed their key CSFs and SWOTs, the ones their customers cared about.
The bottom line is that you should use those portions of Strategy Roundtable™ that make sense for you based on your needs today, having confidence that we will accommodate your needs tomorrow. We will be happy to talk to you about how our users have implemented Strategy Roundtable™, help you identify your critical strategic management challenges and apply Strategy Roundtable™ to reduce or eliminate their negative repercussions.
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