Comment pouvez-vous développer une vision stratégique pour votre équipe?

A much better way is a SOAR analysis, as it takes a more positive approach. SOAR stands for Strengths, Opportunities, Aspirations, and Results. Here's how the SOAR analysis framework works: 1. Strengths: Identify and leverage your organization's existing strengths and capabilities. Focus on what your company does well. 2. Opportunities: Identify external factors or trends that could create opportunities for your organization's growth or success. 3. Aspirations: Clearly define your organization's vision and goals. What do you want to achieve? Use this as a guide to steer your strategic decisions. 4. Results: Determine the specific outcomes or results you want to achieve. Think about the measurable impact and the desired end state.

Your team is also made up of stakeholders. Get them involved in creating a team SWOT analysis. Learn how they see themselves and the organization. Let them be a part of brainstorming ideas for improvement. Empower them.

You can only build on strengths. You can't capitalize on opportunity when coming from a place of weakness. It's not enough to do a SWOT unless you have confident knowledge of what your opportunities and threats entail. After you complete a SWOT, do an assessment of what strengths are required to make the most of an opportunity and assess how your team's weaknesses and threats can undermine the opportunity.

In my experience, have an "appreciative enquiry" within the team to understand the motivation and the purpose to be part of the organization is a beginner step to be embarked upon. The "why" needs to be collectively understood to define the "how" and "what" subsequently

If you don't articulate the future, you're leaving everything up to chance. We can only accomplish what we set our minds to. Without numbers and specificity, we have no way to know whether we're on track or whether a possibility is simply theoretical. When looking at future possibilities, be sure to quantify as much as possible. If you know your sales close rate is 5% and you know each deal is worth $X, it's a simple math problem of how many leads you need to acquire to meet an annual goal. You should know by March whether you're on track to meet an end-of-year goal. Don't wait until October to play catch-up.

You should also consider having the "Empathy mapping" and the "stakeholders map" created for the future possibilities. In todays VUCA world it is of absolute essence that agility to adapt with pivotable deliverables is the key mantra for success

In my experience this is the most collaborative outcome one can aspire for. While the framework can be derived from the organisation vision, the structures and processes are defined by the individual departments and teams. Adoption of tools like Theory U to let go the past and embrace the future will be useful in defining the desired outcomes. Formation of purpose driven teams which are focused on the outcomes is detrimental to the success of the desired outcomes

Intentional outcomes require foresight. Don't leave your future up to chance. Plan your outcomes, then plan the plan to get there. And don't forget Eisenhower's famous quote (which I'll paraphrase), "Planning is essential, but plans are useless." The plans will change, but the simple act of planning will show you whether you can actually achieve what you set out to do.

Anyone can write up a plan and stick it in a drawer. That doesn't mean they'll accomplish anything. You need accountability when you have a plan and a vision. The chances are substantially increased when you communicate it. So are the chances of people participating and helping you to get there. When people know that they can pitch in, they probably will, especially if the vision is compelling and comes with shared beneficial outcomes.

Keeping an eye on where you're at, where you are, where you planned to go, and where you're headed is a great way to think of your company linearly and focus on specific goals. By being patient, flexible, and strategic, you can leverage your company to be in the best position no matter which step you're at.

- The mention of inspiration is good, as inspiration appeals to the human heart … the things we have trouble quantifying. Inspiration motivates people more than reason; therefore, take time to understand what will resonate with your team, and then see how that fits the vision. Refine the vision if doing so does not detract from the overall objective or desired end/state; or, don’t change the vision, but use what resonates in your communication. - What in here is “strategic”? It is not just the way you want to get someplace; it also relates to the level of attainment. Strategic should imply a higher level: a higher cause or purpose. Defining strategy in this way lends itself to narratives and intangible qualities that resonate and motivate.

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