Often I see the terms “framework”, “strategy” and “process map” used for a variety of documents that typically aren’t neither or are a mix of all three. Here’s a quick and easy way to see how they fit together and how to tell them apart: Framework is the skeleton. Strategy is the nervous system. Processes are the musculature. On their own they are all useless. No or poor Framework: your Strategy cannot stand, your Processes cannot effect any change. No effective and well-defined Strategy: your Framework may break under the pressure your Processes effect.
This is too good not to share. (By Dave Blazek, (CC BY-ND 3.0 US)) Hat-tip to Gabe Basset for a great find.
Strategic intelligence is more and more like reading the Harvard Business Review through a fun house mirror. Sure, people use the words strategy, future, and foresight, but they mean something quite different. Peak Intel: How So-Called Strategic Intelligence Actually Makes Us Dumber - Atlantic Mobile
In large, slow-moving bureaucracies, conventional thinking and risk avoidance become paramount, irrespective of how many times a day people at that organization use the word “strategy” or “innovation.” Peak Intel: How So-Called Strategic Intelligence Actually Makes Us Dumber - Atlantic Mobile
Thanks to Red Team Journal I have another book to add to my list. Structured Analytic Techniques for Better Strategies sounds like the reference book I’ve been meaning to get for a while, just to solidify the “woolly thinking” behind the analyses that feel right, prove to be right, but don’t necessarily have solid proof in the eyes of Doubting Thomases. [The] book takes the relatively new concept of structured analytic techniques, defines its place in a taxonomy of analytic methods, and moves it a giant leap forward.