Strategy-making Outcomes


  1. Identification of a system of strategies that reinforce one another and allow the issues and concerns of those participating to be managed and the new strategic future to be realized.
  2. Production of a set of strategies that protect the identified core distinctive competencies.
  3. Renewal/development of new patterns of competences and distinctive competences.
  4. Agreed plans for diminishing arresting or outsourcing activities that enable resources to be made available for other activities.

Once the business model has been developed, it is important to review the original set of issues. This is partly to ensure that those issues which group members feel important are being considered but also to review their prioritization and therefore where management attention and resources should be focused. Developing the business model will almost certainly have suggested a rethink of the importance of managing the issues.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Group Mapping


Group mapping can be seen as similar to brainstorming and seeks to surface contributions from all those attending. However, group mapping used for strategy making has a number of important differences from brainstorming.

Group mapping encompasses the surfacing of assumptions, concerns, facts, assertions and constraints along with their relationships. The process of detecting how issues impact upon one another is found by most managers to be an activity that they can relate. Group mapping thus aims to release deep knowledge and wisdom to get beyond the apparently similar descriptions of situations and into the subtle, but important, differences of what has to be done and why.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Information and Knowledge Entrepreneurs


Much depends on the energy and imagination of information and knowledge entrepreneurs. They need to identify specific opportunities being created by the greater availability and accessibility of information, and knowledge, and craft distinctive information- and knowledge-based products and services.

All entrepreneurs have to identity opportunities to add value by meeting requirements that are not being addressed, and they must be focused and tenacious and possess a clear sense of direction. Most entrepreneurs need also to be tough, pragmatic and resilient.

The information entrepreneur provides practicle help and guidance. It is designed to stimulate a more proactive approach to the development of information and knowledge-based business.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Information and Knowledge-based products


As the know how proportion of goods and services continues to rise, the economy is increasingly knowledge-based. Consider the opportunities open to you to make money by packaging and selling information and knowledge. Entrepreneurs need to understand how to access, share, work with and exploit information. Its use should result in the development and application of knowledge and understanding that creates intellectual capital and value for customers.

So much information is available in a variety of formats that busy people are overloaded. Much of it is dated and not relevant to contemporary priorities and concerns. There are therefore unprecedented opportunities to help people cope with the flow. Information needs to be sifted, screened and sorted — to be presented in ways that make it easier to absorb and understand. Increasingly, people demand tailored selections of information relevant to particular requirements, issues and decisions.

Emerging technologies represent additional channels of communication that can be very effective at reaching tightly defined target groups whose members are widely scattered. Enterprising individuals have already successfully launched many information and knowledge-based services.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

The Transformation Jigsaw Puzzle


The efforts of many companies to achieve transformational change have been counter productive. Some of those who believed or who tried, new feel betrayed. There is insecurity, widespread disbelief and cynicism in many companies.

One of the reasons why so many people question either the commitment of senior management to change, or the feasibility of transformation, is that they perceive that all the change elements that are necessary for successful transformation are not in place.

Over and above critical success factors, some obvious areas are being overlooked. The document, whether physical or electronic, is the currency of a business, the signals that pass through the nerves of the organic network and trigger intelligent reactions. It is the means by which most activities happen. Yet many organizations are unaware of how much time and resource are devoted to this unrecognized area of business, the production and distribution of documents.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Formal and Informal Organization


Plodding through the existing organization in terms of seeking to determine what happens next can be soul-destroying occupation. Reading the reports is rather like listening to a confessional. In many companies a high proportion of document flows still terminate in dead ends. The individual trying to create value, opportunities and new ventures may find the corporate game has many snakes and few ladders.

The organization to work on is the one which operates in practice as opposed to what ought to or is thought to happen. The official or formal view, as set out in organizational chart, may not reflect what happens on the ground. In view of the inefficiencies of the bureaucracy, various people find informal ways to cut corners.

One quick and crude way of determining what the flow of work  ought to be is to create a series of open environments, in which there is relatively free access to information and most departmental constraints are removed, and then watch and wait. When left to themselves, people that have been focused upon the customer are likely to establish whatever network linkages and relationships, and to follow whatever paths, best enable them to respond to customer requirements. The informal organization that emerges could become the basis for redesigning the formal organization.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

Putting In and Taking Out


Relationships between individuals and organizations involve a precarious balance between putting in and taking out. Individuals who give a lot and receive little in return become disgruntled and disaffected. They switch off and move on. Considerable effort may be devoted to keeping valued people on board. However, there are also many cases of people taking out much more than they put in. Managers play games, pursue fads, and engage in activities to increase their own visibility while adding momentum to their own careers rather than building shareholder value.

The supply of fresh know-how is sometimes taken for granted. If too much is drawn from the knowledge well and insufficient effort is applied to replenishing the flow of new intellectual capital, the well may run dry.

A business can grow and develop only if its employees put in as well as take out. A balance needs to be struck between individualism and collectivism, but also between taking out and putting in. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

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