Automated strategic management system sage

This “12-Step Process Guide for Innovation in Strategic Business Management” includes detailed instructions for the application of the “Innovation in Strategic Business Management” methodology by Victor Dezerega Cáceres.

As a work tool, reference is made to the SAGE (Updated Strategic Management System) formats. The number of the format indicates in which step of the methodology it will be used. It is convenient to remember that formats help us to think and communicate our ideas, but at no time should they become a "straitjacket" that limits our creative and intuitive thinking (right side of the brain).

guide-to-innovation-in-strategic-management-with-sage-automated-system-of-strategic-management

STEP 1: BUSINESS DEFINITION (DN) (markets versus products).

FORMATS TO BE USED: FORMAT 1A , FORMAT 1B , FORMAT 1.C and FORMAT 1D

TOTAL MARKET

1. Differentially identify the main segments, groups or types of customers and / or consumers that make up the market where we compete, and briefly describe their most relevant characteristics, especially in relation to needs and concerns and that are bankable, by them and / or us, recurringly, or just once. If possible, indicate an approximate range of possible clients and / or consumers by segment, whether or not they are eligible for us. Represent these customer groups on the axis of the abscissa x's of FORMAT 1A. The space assigned to each group must be proportional to its participation in the total market volume (Total = Our + Competitors). Identify the main segments, groups or types of needs and concerns, of the customer segments identified in the previous point. Briefly describe what the identified needs and concerns consist of. Represent these types of needs (UPPER CASE) and concerns (lower case) on the axis of the ordinate o and s of FORMAT 1A. The allocated space must be proportional to the estimated market volume that corresponds to said need in each group of customers.Cross the customer and / or consumer segments on a coordinate axis diagram (x and y) (x and x ´ s axis) with the segments of needs and concerns of them (axis of the ordinate o and ´ s): the configured grids represent the possible marketsto attend (crossovers of clients and / or consumers and needs and concerns). As far as possible, order the segments of both customers and needs, in order of importance with respect to total market sales. To do this, indicate in FORM 1B (Columns 1 to 4) the estimated number of possible clients per market, whether or not they are attracted by us, and the fraction that can be captured by us, depending on time. Identify the main products within each grid. -goods and / or services- that satisfy the main needs and concerns of the main customers in those markets: business definition. If possible, order the products in order of importance. To do this, indicate in FORM 1B (Columns 5 to 11) the estimated volume of units to be purchased by each market, from us and our competitors, and the fraction to be purchased exclusively from us (market share), based on time (identifying competing and substitute products).

OUR MARKET

1. At points A, B and C we construct a graph that represents the composition of all markets, including those that we are not interested in satisfying as well as the market share of our competitors. Next we will build a similar graph FORMAT 1.C but including only those markets that we are interested in satisfying and our participation in them. For this we will use the information collected in FORMAT 1B. On the axis of the abscissa or x's we will place the clients that we are interested in satisfying. The space on the axis will be proportional to the share of your sales in the total sales of our company. We will do the same in the axis of the ordered oy´s with the needs or concerns that we are interested in satisfying. Once this graph is ready, the areas formed by the crosses (markets to satisfy) must be proportional to the sales that we estimate each market will generate to the company Summarize the results and identify the other characteristics of interest of each market / business: production, inputs, channels, pricing practices, barriers, technologies of use, preferred formats, competitors, etc. (battlefields or strategic business segments). See FORMAT 1D.

STEP 2: FORMULATION OF THE DESIRED SITUATION (strategic and matrix BSC).

FORMATS TO BE USED: FORMAT 2.A and FORMAT 2B

• Formulate the situation to be achieved in terms of both key satisfaction objectives of (and with) the main stakeholders (shareholders, customers, workers, suppliers, and the community) and key objectives of excellence in internal business processes, to satisfy them (and be satisfied by them). The objectives, or general purposes to be achieved sometime, are established through very brief and self-explanatory expressions, using nouns and adjectives, never verbs; for example: world-class quality of product X, high effectiveness in providing service Y, optimal efficiency in process Z, etc.

The objectives must be enclosed in ovals and linked and concatenated with each other, using arrows, so that they configure virtuous circles from means to ends - strategically designed - to link together the 6 perspectives of the strategic BSC, with the minimum of objectives that account for what you want to achieve (FORMAT 2.A)

The Business Score Card (BSC) must be consistent with the formulation -previous and / or later- of:

1. The Strategic Purpose: slogan -or rallying cry- that summarizes the essential of the most ambitious that we want to achieve, in terms of the fullest satisfaction of our clients, to captivate them sustainably. The Vision to achieve: what we are not yet and what it is our greatest dream to ever achieve (includes strategic purpose).

• Values: objectives that frame the ethical context within which we want to act, to achieve our vision.

1. Design indicators -ratios, formulas- to size the objectives and be able to measure them: each objective can have one or more indicators. The indicators should be placed next to the objectives in the strategic BSC, and also in the 3rd column of the matrix BSC (FORM 2B): after the columns corresponding to the perspectives (1st) and the objectives (2nd), and before the columns corresponding to scenarios and goals (4th and 5th), strategies (6th), appreciation of the situation (7th and 8th) and tactical and / or strategic adjustments (9th).

STEP 3: EXTERNAL INQUIRY (Scenarios, Movements: Opportunities, Threats).

AT THE MACRO LEVEL: exogenous macro scenarios.

FORMATS TO BE USED: FORMAT 3.A, FORMAT 3.B, FORMAT 3.C, FORMAT 3.D, FORMAT 3.E and FORMAT 3.F

All these FORMATs, except 3.D and 3.F, are used to document the results obtained when playing the Scenario Game. This game is made in a fun and entertaining way with individual and group activities.

1. Identify key exogenous factors in the volume and profitability of businesses, for example: Aggregate Demand, Aggregate Supply, and / or Aggregate Price, of Products and Supplies, etc. Identify:

• Historical events (FORM 3.A) that in the past had an impact on these factors, distinguishing those that will be repeated in the future, which we will call trends Uncertain events (FORM 3.B), that is, they may or may not occur in the future, and predetermined events (FORMAT 3.C), which we consider will occur one way or another.

To do this, probe into the exogenous macro-political, economic, social, technological, demographic, cultural, energy, competitive (rivalries, bargaining powers, threats, mergers, monopolies, monopsonies, regulations or deregulations, integrations, conglomerations, internationalization, globalization, etc etc.

In parallel, estimate their impact -one by one- on each of these factors: high, medium, or low impact on supply, demand and / or prices, of products and / or inputs.

Build disjoint scenarios or worlds (except for predetermined events), that are self-consistent, and also plausible (FORMAT 3.D). Document in FORMAT 3.E those events that were left in limbo.

Estimate weighted global impact on supply, demand and prices of products and inputs, and by comparison -between the worlds generated- qualify them -comparatively- as more or less favorable (FORMAT 3.D).

Subjectively estimate the probabilities of each generated world, and qualify them - comparatively - as more or less probable (FORMAT 3.D).

Place names that cleverly reflect the characteristic essence of each scenario, using combinations of nouns and adjectives that make sense (FORMAT 3.D).

1. Describe each world or scenario in accordance with its characteristics: descriptive narratives of exogenous, hypothetical and probable futures (FORMAT 3.F) Taking into account the effect of each scenario on the supply, demand and prices of products and inputs, set goals corresponding to each indicator of the BSC objectives for each scenario. See FORM 2B, columns 4 and 5.

AT THE MICRO LEVEL: exogenous micro-scenarios.

FORMATS TO BE USED: FORMAT 3.G AND FORMAT 3.H

1. Draw a quadrilateral (FORMAT 3.G) and represent within it -more or less to scale- the main actors and / or types of actors: us, competitors, clients, substitutes, regulators, etc., at the local, regional level, national, transnational, etc. (using capital letters for those present at the beginning of the period analyzed, lower case for those who supposedly enter during the period analyzed, and crossing out - not deleting - those who supposedly leave the ring during it). Classify the actors or types of main actors represented -according to our appreciation- in: loyal or disloyal allies, in open or covert Opponents, or in indifferent recoverable or recalcitrant, also appreciating their character as Conditional or Unconditional. In FORMAT 3.G a way to show the classification of the actors is shown.We invite you to incorporate your own style in this ring! Draw arrows between the most relevant actors or types of actors in terms of the relationship of forces or exercise of the relative power of negotiation or threat, two by two: the tip of the arrow must point towards the least powerful in the interrelation, and the width of the arrow must reflect the magnitude of the power difference between the two actors. Evaluate - consequently with the balance of forces, between ourselves and others - the attractiveness of the interrelation between the different types of actors, specifying what we are aware of in each case Describe and evaluate the entry and exit barriers, and their probable evolution in the period of analysis: evaluate their cross impact on profitability expected of the analyzed economic sector,comparing it with the one obtained and obtainable by us, etc. Estimate the probable strategic moves (FORM 3.H) of the other actors in the ring against the impact of each possible macro scenario. Then, taking into account what we want to achieve (Desired Situation - Step 2), identify the candidates for Opportunities and Threats that said scenarios and / or moves could generate during the analysis period (not yet design or describe our possible strategic moves, but take note of those that occur to us as pertinent). Later in Step 5 we will confirm if the identified candidates are really Opportunities (since we have the resources to take advantage of them) or Threats (since they make us really vulnerable) Review, adjust and / or complement the macro strategic steps F and G of the step previous (3).

STEP 4: INTERNAL INQUIRY (what we need versus what we have).

FORMAT TO BE USED: FORMAT 4.A

• Estimate -for each scenario- the necessary key means versus the goals to be achieved in a different term (in relation to each and every one of the indicators corresponding to the objectives formulated in the BSC).

The key necessary means are the necessary key strategic resources: core competencies, core processes, and strategic assets that are very selectively deemed essential to achieve the established goals.

• Determine in relation to what is needed what is available, classifying as a candidate to be a Strength what is needed and has to achieve a goal, and as a candidate for Weakness what is needed for it and what is not.

In the next step we will address the strategic challenges. Our first challenge will be how to close the gap between everything that is needed and what is not, to take advantage of the Opportunities that facilitate the achievement of our goals and / or disrupt the Threats to which we are vulnerable and / or hinder the achievement of our goals.: the second strategic challenge will be how to take advantage of the Opportunities and achieve the goals, or how to disrupt the Threats that prevent us from achieving our goals, or how to defend ourselves against them.

STEP 5: GENERATION OF STRATEGIES (how to achieve what we want?).

MACRO STRATEGIES that will guide the formulation of our micro strategies:

FORMATS TO BE USED: FORMAT 5.A, FORMAT 5.B, FORMAT 5.C and FORMAT 5.D

1. Represent in the matrices of penetration / diversification in markets and / or products (Ansoff) (FORM 5.A), of Tracey & Wiersema (FORM 5.B) and of positioning by leadership in costs or differentiation with / without focus on each market (Porter) (FORMAT 5.C), our products and those of the competition, dynamically representing and appreciating the previous and current situation and - consequently with everything that we have realized in all the previous steps - representing in them the probable reactive or proactive strategic moves that could be carried out by competitors and substitutes, in terms of penetration or diversification, and in terms of leadership in costs or differentiation, with focus or without focus, pre-deciding our moves Complement the previous macro strategic pre-decisions with others on (FORMAT 5.D):vertical backward and / or forward integration; outsourcing; strategic partnerships with customers, suppliers, competitors, substitutes, and / or regulators, etc.; abandonment of products or markets; conglomeration, internationalization, globalization, etc. Assess in a situational way the advantages and disadvantages, for us, of different combinations and alternatives -by product, by product line or global- evaluating the probable proactive strategies and / or against offensive strategies and / or defenses of competitors and substitutes, and iteratively adjusting ours, until we feel more or less comfortable and decide - consequently - our strategic moves. Before or after the three previous steps,review our intentions and strategies on radical innovation in the benefits to offer and deliver to our current and potential customers and consumers, especially in relation to their wishes, needs and concerns, and their possibilities of financing their satisfaction: expand the above with our intentions and strategies of radical innovation in our interface with customers and users, regarding the sales and supply channels and the pre and post sales support, the information from us about them and vice versa and the insight in their interpretation and management, to the relational dynamics in all areas and levels of interconnection with them, and especially in the distinctiveness of our competitive strategy in terms of prices. I intend to adjust - accordingly with all of the above - our Business Mission.

MICRO STRATEGIES that will make our macro strategies viable:

FORMATS TO BE USED: FORMAT 5.E1, FORMAT 5.E2, FORMAT 5.F, FORMAT 5.G and FORMAT 5.H

1. Cross the candidates for Strengths and Weaknesses from Step 4 with the Opportunities from Step 3 that they would allow us to take advantage of (FORMAT 5.E1 or FORMAT 5.E2). Use the FORMAT that you consider easiest to work with. FORMAT 5.E2: In the upper part of the matrix, place the candidates for Opportunities and Threats, in order of importance (most important to the left). On the left side of the matrix, place the candidates for Strengths and Weaknesses in order of importance (most important above) Cross the Threats from Step 3 with the Weaknesses from Step 4 that make us vulnerable to them, and check which is more convenient: defend ourselves of the Threat to which we are vulnerable, and / or make the Weakness that makes us vulnerable disappear, transforming it into a candidate for Strength,and / or disrupt the Threat that makes us vulnerable by crossing it with the candidate for Strength that would allow us to do so (or generate the Strength that would allow us to achieve it). Add those threats, opportunities, strengths or weaknesses that we have not seen before. Identify them with lowercase letters Analyze the multiple crosses generated, selecting the most attractive ones, to take advantage of the Opportunities or disrupt the most relevant Threats in relation to the objectives and goals that you want to achieve. Group the crosses into clusters, which can be approached with the same strategy Formulate the strategies (FORMAT 5.F) of each crossing or group of crosses, answering creatively and ingeniously the question, how to achieve with this candidate for Strength -or Weakness- take advantage of this Opportunity, or thwart this Threat?or thwart this Threat?or thwart this Threat?or thwart this Threat?or thwart this Threat?opportunities, strengths or weaknesses that we have not seen before. Identify them with lowercase letters Analyze the multiple crosses generated, selecting the most attractive ones, to take advantage of the Opportunities or disrupt the most relevant Threats in relation to the objectives and goals that you want to achieve. Group the crosses into clusters, which can be approached with the same strategy Formulate the strategies (FORMAT 5.F) of each crossing or group of crosses, answering creatively and ingeniously the question, how to achieve with this candidate for Strength -or Weakness- take advantage of this Opportunity, or thwart this Threat?opportunities, strengths or weaknesses that we have not seen before. Identify them with lowercase letters Analyze the multiple crosses generated, selecting the most attractive ones, to take advantage of the Opportunities or disrupt the most relevant Threats in relation to the objectives and goals that you want to achieve. Group the crosses into clusters, which can be approached with the same strategy Formulate the strategies (FORMAT 5.F) of each crossing or group of crosses, answering creatively and ingeniously the question, how to achieve with this candidate for Strength -or Weakness- take advantage of this Opportunity, or thwart this Threat?to take advantage of the Opportunities or thwart the most relevant Threats in relation to the objectives and goals that you want to achieve. Group the crosses into clusters, which can be approached with the same strategy Formulate the strategies (FORMAT 5.F) of each crossing or group of crosses, answering creatively and ingeniously the question, how to achieve with this candidate for Strength -or Weakness- take advantage of this Opportunity, or thwart this Threat?to take advantage of the Opportunities or thwart the most relevant Threats in relation to the objectives and goals that you want to achieve. Group the crosses into clusters, which can be approached with the same strategy Formulate the strategies (FORMAT 5.F) of each crossing or group of crosses, answering creatively and ingeniously the question, how to achieve with this candidate for Strength -or Weakness- take advantage of this Opportunity, or thwart this Threat?

TIP to facilitate the creative generation of strategies:

Answer the question -creatively and ingeniously- using “a gerund followed by an adverb linked with an article to a noun followed by an adjective” (for example: “ingeniously designing an innovative (business) concept”).

Then ask yourself and answer yourself - following the same rule just enunciated - emphasizing answering very well and distinctively what is implied by the adverb and the adjective, that is: how to make the design ingenious and the model innovative? (eg: “endowing and encouraging splendidly an ingenious and innovative group (of specialists in new businesses)”, so that by creatively approaching the design of a new business concept (eg: “seductively serving new customers in relation to unmet needs with new products ”), for example:“ meeting the school needs by phone (of students without a computer (at home) ”, etc.

The idea - to help the creative generation of strategies - is to respond ingeniously and repeatedly to the question about the how of the how of the how… paying special attention to the preceding adverbs and adjectives, until they are comfortably empty of new ideas: each strategy is It will be reflected in the set of responses to those as ´ s repeatedly asked.

• Critically-constructively analyze the logic, coherence, practical possibility and impact -on the market- of each set of responses, since the correct use of the rule does not guarantee creativity or ingenuity or viability or ingenuity. Once the pertinent adjustments have been made, place an ingenious name -composed of a noun and an adjective- to each strategy thus designed, also evaluating its offensive or defensive character, and identifying the actors who would feel especially affected by them, and designing -in equal way- their counter strategies against our strategies, and ours against them (or designing the adjustments of our original strategies, that the counter strategies merit): and so on,until we feel more or less comfortably calm… simulating -battle after battle- to be playing a real business war (the game becomes more entertaining and useful if it is played -without truce or mercy- between groups, internal, of equal power of action, representing the different actors: the referee is the head of all of them, usually supported by a coach who facilitates the game.

Strategies are either offensive or defensive, there are no neutral strategies: best practices are not strategies (and can lead to blurring of images, identities and margins).

1. Represent in the Summary SWOT Matrix (FORM 5.G) the crosses of Strengths, Opportunities, Weaknesses and Threats carried out, with their respective formulated strategies. At the top of the matrix, place the Opportunities and Threats (candidates and definitive), in order of importance (most important to the left). On the left side of the matrix, place the Strengths and Weaknesses (candidates and final) in order of importance (most important above). Indicate the crossovers made indicating the strategies formulated Identify, in FORMAT 5.H, the relationship between the microstrategies formulated and the objectives and indicators of the BSC, for each of the scenarios. This information will be useful to us to estimate, in Step 8, the financial impact of each strategy.

SUPER MACRO STRATEGY: BUSINESS MISSION (how to achieve the purpose?).

To encompass in a single sentence the essence of our strategic approach on how to achieve what we want, integrating and harmonizing -through it- both the macro strategies and the micro strategies to be implemented: clearly and passionately reflect our BUSINESS MISSION against the STRATEGIC PURPOSE originally formulated… or transformed in the heat of war generated by successive battles lost and won.

The intention is to guide our strategic, tactical, operational and budgetary thinking and acting towards successive victories (illustrated with the websites of CC, CH SH, E, GEC, MS, RDS, V, etc.).

STEP 6: GENERAL PLANNING OF THE ACTIONS (what to do?).

FORMATS TO BE USED: FORMAT 6.A

1. Design -as a function of time- for each and every one of the macro and micro strategies developed, everything that is necessary and enough to do, to implement them successfully: design -one by one- and sequence according to time -in the form of a mesh PERT- each and every one of the activities, sub-activities, tasks and sub-tasks that it is necessary to undertake to implement each strategy and coordinate the execution of all of them, identifying the products resulting from different groups or packages of activities. to the MS Project, plot the meshes, and the mesh of the meshes, review and adjust them.

STEP 7: SPECIFIC PROGRAMMING OF THE ACTIONS (what to do with?).

FORMATS TO BE USED: FORMAT 7.A

1. Specify -as a function of time- all the necessary and sufficient resources to carry out each and every one of the necessary and sufficient activities, to implement each and every one of the strategies formulated, one by one. Estimate -one by one- the duration of each and every one of the activities based on the necessary and sufficient resources to carry them out: optimistic, pessimistic and most probable times (beta function).Computerize all the above using the MS Project, graph and calculate the meshes, graph, analyze, and honest resource use diagrams, identify and analyze critical paths and durations, and adjust.

STEP 8: MACRO STRATEGIC BUDGETING (with how much?).

FORMATS TO BE USED: FORMAT 8.A, FORMAT 8.B, FORMAT 8.C and FORMAT 8.D

1. Specify -one by one- the unit cost, per unit of time, of each necessary resource, for each and every one of the activities to be carried out, indicating the time that each resource would be used Specify the use of which resources will require expenditures in cash and which not, so that the MS Project calculates and disaggregates -automatically- the total cost, by strategy and by period, and the total cash flow, by strategy and by period: compare necessary or obtainable resources with assigned resources or available, and adjust Prepare Income Statements, Financial Position, Changes in Financial Position, Cash Flow, and Net Present Value of Free Cash Flow (and / or EVA, or other financial performance measure), at different levels:the EVA is not validly calculable and interpretable - nor can it be used to compensate in a variable way - at any level, if there is no ABC, ABB and ABM with Cost of Capital, at those levels. carry out each and every one of the strategies, one by one, at a global level, by division, company, business, line, and / or function: adjust and decide Analyze statistical impact of non-financial variables on financial variables, by business (see STEP 1), guided by the BSC's system (see STEP 2).adjust and decide. Analyze statistical impact of non-financial variables on financial variables, by business (see STEP 1), being guided by the BSC's system (see STEP 2).adjust and decide. Analyze statistical impact of non-financial variables on financial variables, by business (see STEP 1), being guided by the BSC's system (see STEP 2).

STEP 9: ORGANIZING THE PEOPLE (GO) (consistent with purpose and strategy?).

FORMATS TO BE USED: FORMAT 9.A and FORMAT 9.B

Characterize the organization globally and at all levels, and in each of them:

1. Evaluate organization chart and hierarchical structure and formal versus informal informatics, and formulate change strategies to flatten and simplify as much as possible, in accordance with the macro and micro strategies formulated. See FORMAT 9.A. Evaluate formal versus informal systems, norms, procedures and processes, and formulate change strategies to simplify and de-bureaucratize them to the maximum reasonable extent, in accordance with the macro and micro strategies formulated: including the change of the manuals of job description. Evaluate the ethical values ​​that formally want to prevail versus those that prevail, and formulate change strategies in the required sense, in accordance with the macro and micro strategies formulated. See FORMAT 9.B. Evaluate symbols, myths,and prevailing rites versus those that you want to stand out and prevail, and formulate change strategies in the desired direction, in accordance with the macro and micro strategies formulated. See FORMAT 9.B. Evaluate the quantity and human quality of the available people versus those that would be required, and formulate change strategies, in accordance with the macro and micro strategies formulated. See FORM 9.B. Evaluate people's competencies versus those that would be required, and formulate change strategies, in accordance with the macro and micro strategies formulated. See FORM 9.B. Evaluate the current assignment of responsibilities for the achievement of objectives and goals versus those that would be required to be assigned, and formulate change strategies, in accordance with the macro and micro strategies formulated. See FORMAT 9.B.Evaluate the current allocation of resources to carry out plans, programs and budgets, and formulate change strategies, in accordance with the macro and micro strategies formulated. See FORMAT 9.B.

STEP 10: ACTIVATION OF ACTION (DA) (planned, organized and coordinated?).

Design and put into operation the appropriate means to effectively achieve:

1. COMMUNICATE to each and every one of the people in charge, the necessary and sufficient strategic elements at their level, to guide their action according to what is planned and organized. Make each person in charge know what they need to know at their level about the what, why, what for, how, do what, with what, with how much, organized how, etc., that allow you to guide your action according to what is planned and organized Do everything possible to understand the strategic background of the plans, programs and budgets in charge of each person, and the importance that they have at their level for the collective success in terms of what is planned and organized Share about the emotional motives behind the strategic objectives pursued, especially in relation to the strategic purpose,highlighting the motivations and emotions that - predisposing to the pertinent actions - could promote an optimal implementation of the strategies, at the level of each person or group of people. Engage all the people in charge and commit to them in the successful implementation of the macro and micro-strategies formulated, inducing an emotional state that leads them to want to fulfill -and fulfill the commitment- at all levels: progressively generating greater confidence in themselves and in others (and that - if repeatedly achieved - makes them feel individually and collectively reliable).Engage all the people in charge and commit to them in the successful implementation of the macro and micro strategies formulated, inducing an emotional state that leads them to want to fulfill - and fulfill the commitment - at all levels: progressively generating greater confidence in them themselves and others (and that - if repeatedly achieved - makes them feel individually and collectively trustworthy).Engage all the people in charge and commit to them in the successful implementation of the macro and micro strategies formulated, inducing an emotional state that leads them to want to fulfill - and fulfill the commitment - at all levels: progressively generating greater confidence in them themselves and others (and that - if repeatedly achieved - makes them feel individually and collectively trustworthy).

COORDINATE the planned and organized actions, in a context of managerial coaching and transformative leadership, which - opportunely - allows:

• Detect and specify needs and concerns to satisfy Decide priorities accordingly with objectives, goals and situation Contextualize before asking: use logic, persuasion, and / or seduction Request: specify conditions of mutual satisfaction to be agreed Negotiate against denial, postponement, acceptance or conditioning Commit and commit: mutual and impeccable compliance Monitor results of actions: planning, organization, and management Renegotiate against revocation, cancellation, abandonment, Receive what has been delivered: clarify that it does not imply conformity. received: clarify that it does not imply approval. Evaluate compliance with the agreed conditions of satisfaction, and give feedback on the results of the evaluation carried out: congratulate?

LEADING in a context of Transformative Leadership with Business Coaching.

STEP 11: EVALUATION, OR STRATEGIC APPRECIATION OF THE SITUATION (AES)

FORMATS TO BE USED: FORMAT 11.A and FORMAT 11.B

1. Periodically measure the results of the actions carried out, in accordance with the established goals, by scenario: project trends (FORM 11.A). Compare the results with the pertinent goals, in absolute and percentage terms, and - according to the magnitude of deviations - assign status, accordingly with the predefined thresholds of normality (green: 5%), alert (yellow: 10%) and emergency (red: 20%): or adjust them. See FORMAT 11.A. Comprehensively and comprehensively assess the situation, after looking for systemic explanations for the deviations -positive and negative- detected, by detecting or evidencing probable cause / effect relationships that are considered plausible and relevant, treating to specify the differential impact of each cause, in the deviations (FORM 11.B):

Outside: impact of exogenous (external) causal factors and agents

1. Forward: impact in the future, of possible factors and causal agents Now: impact in the present, of factors and causal agents

• Back: impact on the past, of causal factors and agents

1. Inside: impact of endogenous (internal) factors and causal agents Forward: impact in the future, of possible factors and causal agents Now: impact in the present, of causal factors and agents

• Back: impact on the past, of causal factors and agents

STEP 12: REGULATION, OR STRATEGIC ADJUSTMENT OF MANAGEMENT (AEG)

FORMATS TO BE USED: FORMAT 12.A

1. Consequently, with the comprehensive explanation -and with an overall vision- that makes both the current situation and its past evolution and its probable future development explainable and understandable: Design viable changes that allow to radically transform the current situation into the desired one, innovating -in a way non-linear- in the processes and models of doing business; or, 2. Continue doing more or less the same thing that has been done and how it has been doing, through continuous improvement of products and processes, benchmarking and reengineering.

In either case, estimate: 1. the duration of the changes and / or corrections until they give results; 2. investments, costs and expenses, necessary and sufficient, until then; and 3. the impact -then- expected.

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