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OpenStrategies 
A simple system for Strategic Planning 
and Benefits Realisation
The (confusing) language of strategies 
 Objective 
 Goal 
 Outcome 
 Output 
 Target 
 Framework 
 High-level strategy 
 Operational strategy, outturns, mission, vision, KPI, 
milestones, task, project, theme, strand, action plan, 
structure, tactics, direction, issues, priorities, 
underpinning principles, benefit, impact, strategic 
capacity, result purpose, roles, responsibilities, 
authority… (and occasionally, implementation)
The old Strategy Paradigm
OpenStrategies definition: 
A STRATEGY IS AN ACTION 
PLAN WITH A RATIONALE
Why most strategies make no difference 
 3 levels of strategies 
• Aspirational – high-level, not implementable 
• Guidance 
• Operational – action plans, implementable 
 Human cognitive limits 
• In the mind 5 +/- 2 
• On paper 15 +/- 5? 
It’s essential to be 
crystal clear about 
what level of 
strategy you are 
creating 
Strategies need to 
be written in a 
simple format, with 
information 
‘chunked’ into units 
of 15-20 pieces of 
information
The core OpenStrategies principle 
The smallest amount of information… 
that has the highest value… 
to the most people
The core OpenStrategies principle 
The smallest amount of information… 
that has the highest value… 
to the most people 
Organisations run Projects 
which produce Results (outputs/assets) 
which people Use 
to create Benefits (outcomes)
PRUB / BURP 
Planning (BURP) 
Create assets Use assets 
Implementation (PRUB)
Projects Results Uses Benefits 
Assess customer’s 
needs based on what 
they want to do and 
achieve with our 
company’s potential 
new product 
Information available 
on what customers 
want to do and achieve 
with our company’s 
potential new product 
Use this information to 
design, build and test 
market new products 
to enable customers to 
do and achieve what 
they want to do and 
achieve 
Accurate product and 
customer-use data is 
available relating to 
our company’s 
potential new product 
Happy customers 
because they have 
done and achieved 
what they wanted to do 
and achieve 
Sustainably 
manufacture, 
distribute and market 
our company’s new 
product 
Our company’s new 
product available to 
customers together 
with relevant product 
marketing information 
Customers buy and use 
our company’s new 
product to do & 
achieve what they 
want 
Our company is 
sustainably profitable
OpenStrategies: A simple system for Strategic Planning and Benefits Realisation
Projects 
 Actions undertaken by organisations or 
groups of organisations 
 Usually contain verbs, e.g. ‘build’, ‘develop’, 
‘train’ 
 Can be existing activity, planned activity, or 
just an idea
Results 
 The results of actions undertaken by 
organisations or groups of organisations 
 Typically contain nouns and are focused on 
the output produced by a project, e.g. a 
report, a piece of infrastructure, trained staff 
 Can be an existing result, a desired result, or 
simply an idea
Uses 
 How members of the community use the 
results created by organisations, e.g. cycling 
to work, attending workshops, receiving 
benefit payments 
 Typically contain verbs e.g. ‘attend’, 
‘participate’, ‘receive’ 
 Done by individuals, groups of individuals or 
private companies for their own benefit
Benefits 
 How members of the community benefit 
through using results e.g. ‘healthier people’, 
‘improved standard of living’, ‘fewer teenage 
pregnancies’ 
 Typically contain nouns 
 The objective of all the previous work – the 
reason for doing it
DEVELOPING 
IMPLEMENTABLE 
STRATEGIES
To enable Benefits, a strategy must… 
1. Define what ideally needs to be done 
2. Provide cause-and-effect Evidence that it 
will actually work 
3. Demonstrate that it is worth it
Create and Validate a SubStrategy 
1. High level SubStrategy (Aspirational) 
2. Detailed SubStrategy (Guidance – Operational) 
3. Evidence (Proof of cause and effect) 
4. Value (Σ£VB > Σ£CP + Σ£CU)
Training Strategy – Guidance level 
Develop 
Clinics & 
Workshops 
for CEOs 
Clinics & 
Workshops 
on xyz are 
available 
CEOs attend 
Clinics & 
Workshops 
The CEOs’ 
organisations 
improve xyz 
performance
Example Sub-strategy - Operational
PRUB AND BENEFITS 
REALISATION
There are no short-cuts to Benefits… 
To be effective… 
Projects must lead to Results 
which must lead to Uses 
which must lead to Benefits
Example
Ian Seath 
Improvement Skills Consulting Ltd. 
• ian.seath@improvement-skills.co.uk 
• 07850 728506 
• @ianjseath 
• www.improvement-skills.co.uk
Addendum 
SUPPORTING SLIDES
From Strategy to Benefit 
 Good strategies can improve alignment, focus on productive 
activities and improve effectiveness and efficiency. 
 Most strategies have minimal impact. Why? 
 They have minimal impact because they simply can’t be 
implemented effectively. Why? 
 There are many links in the chain from a generic strategy (e.g. a 
“high level” national strategy) to specific plans and 
implementation. 
 If any one of these links is broken, the strategy probably won’t be 
implemented. 
 The OpenStrategy Diagnostic consists of a rigorous series of 
questions based on a simple flow-chart of steps from the generic 
or high-level strategy through actions, to the ultimate creation of 
real Benefits.
PRUB Diagnostic Flowchart 
Aspirational 
Guidance 
Operational 
e = “Evidence”
In almost every Strategy process.. 
 There are one or more generic strategic planning steps which create 
generic, non-implementable strategies such as national strategies 
(boxes 1 and 2: Generic Strategic Planning leading to Generic 
Strategies) 
 There are one or more specific planning steps which create specific, 
implementable plans such as local action plans (boxes 3 and 4: 
Specific Planning leading to Specific Plans) 
 There is a specific doing step during which products/services get 
built or created and organisational stakeholders get trained (boxes 5 
and 6: Specific Projects leading to Specific Results) 
 There is a specific using step in which end-users use whatever has 
been built in order to create Benefits for themselves and others 
(boxes 7-13: Specific Uses leading to Specific Benefits)
PRUB Diagnostic identifies… 
 The PRUB Diagnostic will determine, explicitly, 
which of many different reasons why a Project 
should be stopped: 
 it's producing a non-adoptable Orphan Result 
 it's producing a potentially adoptable Orphan Result 
 it's producing a potentially Useful Result that isn't 
being Used, again for various reasons 
 it's producing a Useful Result that is being Used but 
the value of the Benefits is less than the cost of the 
associated Project(s)
Diagnostic Questions (1) 
 Is every organisational planning and project activity unequivocally linked 
through boxes 1-6 to genuinely enable the Uses (box 7) to create one or 
more Benefits (boxes 8-13)? 
 Who exactly is undertaking the Planning in boxes 1 and 3, the Projects in 
box 5 and the Uses in box 7? 
 What is the evidence that each link between boxes will actually happen? 
Specifically, what is the evidence that: 
 the stakeholders in box 3 will actually adopt the generic plans/strategies (Orphan 
Results) from box 2 assuming that the plans in box 2 are perfect? 
 the stakeholders in box 5 will actually adopt, resource and implement the specific 
plans (Orphan Results) from box 4 assuming that the plans in box 4 are perfect? 
 the Users in box 7 will actually Use the Results in box 6? 
 these Uses in box 7 will actually create the Benefits in boxes 8-13? 
 the cost of a specific Project in box 5 is less than the value of all the Benefits 
arising via Results and Uses from that Project?
Diagnostic Questions (2) 
 Are the Projects (box 5), Results (box 6) , Uses 
(box 7) and Benefits (boxes 8-13) sufficiently 
specific that they will actually happen: 
 geographically specific? 
 thematically specific? 
 organisationally (including partnerships) specific? 
 demographically specific? 
 process specific?
Pass / Fail? 
 In order to pass the OpenStrategy Diagnostic 
and hence have an implementable strategy that 
will actually make a difference: 
 The answer to question 1 must be “yes” 
 The answers to question 2 must be “precise and 
explicit” 
 The answers to questions 3 must be “convincing” 
 The answers to questions 4 must be “yes, they are 
sufficiently specific to attach budgets, Project 
Managers and stakeholders to”

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OpenStrategies: A simple system for Strategic Planning and Benefits Realisation

  • 1. OpenStrategies A simple system for Strategic Planning and Benefits Realisation
  • 2. The (confusing) language of strategies  Objective  Goal  Outcome  Output  Target  Framework  High-level strategy  Operational strategy, outturns, mission, vision, KPI, milestones, task, project, theme, strand, action plan, structure, tactics, direction, issues, priorities, underpinning principles, benefit, impact, strategic capacity, result purpose, roles, responsibilities, authority… (and occasionally, implementation)
  • 3. The old Strategy Paradigm
  • 4. OpenStrategies definition: A STRATEGY IS AN ACTION PLAN WITH A RATIONALE
  • 5. Why most strategies make no difference  3 levels of strategies • Aspirational – high-level, not implementable • Guidance • Operational – action plans, implementable  Human cognitive limits • In the mind 5 +/- 2 • On paper 15 +/- 5? It’s essential to be crystal clear about what level of strategy you are creating Strategies need to be written in a simple format, with information ‘chunked’ into units of 15-20 pieces of information
  • 6. The core OpenStrategies principle The smallest amount of information… that has the highest value… to the most people
  • 7. The core OpenStrategies principle The smallest amount of information… that has the highest value… to the most people Organisations run Projects which produce Results (outputs/assets) which people Use to create Benefits (outcomes)
  • 8. PRUB / BURP Planning (BURP) Create assets Use assets Implementation (PRUB)
  • 9. Projects Results Uses Benefits Assess customer’s needs based on what they want to do and achieve with our company’s potential new product Information available on what customers want to do and achieve with our company’s potential new product Use this information to design, build and test market new products to enable customers to do and achieve what they want to do and achieve Accurate product and customer-use data is available relating to our company’s potential new product Happy customers because they have done and achieved what they wanted to do and achieve Sustainably manufacture, distribute and market our company’s new product Our company’s new product available to customers together with relevant product marketing information Customers buy and use our company’s new product to do & achieve what they want Our company is sustainably profitable
  • 11. Projects  Actions undertaken by organisations or groups of organisations  Usually contain verbs, e.g. ‘build’, ‘develop’, ‘train’  Can be existing activity, planned activity, or just an idea
  • 12. Results  The results of actions undertaken by organisations or groups of organisations  Typically contain nouns and are focused on the output produced by a project, e.g. a report, a piece of infrastructure, trained staff  Can be an existing result, a desired result, or simply an idea
  • 13. Uses  How members of the community use the results created by organisations, e.g. cycling to work, attending workshops, receiving benefit payments  Typically contain verbs e.g. ‘attend’, ‘participate’, ‘receive’  Done by individuals, groups of individuals or private companies for their own benefit
  • 14. Benefits  How members of the community benefit through using results e.g. ‘healthier people’, ‘improved standard of living’, ‘fewer teenage pregnancies’  Typically contain nouns  The objective of all the previous work – the reason for doing it
  • 16. To enable Benefits, a strategy must… 1. Define what ideally needs to be done 2. Provide cause-and-effect Evidence that it will actually work 3. Demonstrate that it is worth it
  • 17. Create and Validate a SubStrategy 1. High level SubStrategy (Aspirational) 2. Detailed SubStrategy (Guidance – Operational) 3. Evidence (Proof of cause and effect) 4. Value (Σ£VB > Σ£CP + Σ£CU)
  • 18. Training Strategy – Guidance level Develop Clinics & Workshops for CEOs Clinics & Workshops on xyz are available CEOs attend Clinics & Workshops The CEOs’ organisations improve xyz performance
  • 19. Example Sub-strategy - Operational
  • 20. PRUB AND BENEFITS REALISATION
  • 21. There are no short-cuts to Benefits… To be effective… Projects must lead to Results which must lead to Uses which must lead to Benefits
  • 23. Ian Seath Improvement Skills Consulting Ltd. • ian.seath@improvement-skills.co.uk • 07850 728506 • @ianjseath • www.improvement-skills.co.uk
  • 25. From Strategy to Benefit  Good strategies can improve alignment, focus on productive activities and improve effectiveness and efficiency.  Most strategies have minimal impact. Why?  They have minimal impact because they simply can’t be implemented effectively. Why?  There are many links in the chain from a generic strategy (e.g. a “high level” national strategy) to specific plans and implementation.  If any one of these links is broken, the strategy probably won’t be implemented.  The OpenStrategy Diagnostic consists of a rigorous series of questions based on a simple flow-chart of steps from the generic or high-level strategy through actions, to the ultimate creation of real Benefits.
  • 26. PRUB Diagnostic Flowchart Aspirational Guidance Operational e = “Evidence”
  • 27. In almost every Strategy process..  There are one or more generic strategic planning steps which create generic, non-implementable strategies such as national strategies (boxes 1 and 2: Generic Strategic Planning leading to Generic Strategies)  There are one or more specific planning steps which create specific, implementable plans such as local action plans (boxes 3 and 4: Specific Planning leading to Specific Plans)  There is a specific doing step during which products/services get built or created and organisational stakeholders get trained (boxes 5 and 6: Specific Projects leading to Specific Results)  There is a specific using step in which end-users use whatever has been built in order to create Benefits for themselves and others (boxes 7-13: Specific Uses leading to Specific Benefits)
  • 28. PRUB Diagnostic identifies…  The PRUB Diagnostic will determine, explicitly, which of many different reasons why a Project should be stopped:  it's producing a non-adoptable Orphan Result  it's producing a potentially adoptable Orphan Result  it's producing a potentially Useful Result that isn't being Used, again for various reasons  it's producing a Useful Result that is being Used but the value of the Benefits is less than the cost of the associated Project(s)
  • 29. Diagnostic Questions (1)  Is every organisational planning and project activity unequivocally linked through boxes 1-6 to genuinely enable the Uses (box 7) to create one or more Benefits (boxes 8-13)?  Who exactly is undertaking the Planning in boxes 1 and 3, the Projects in box 5 and the Uses in box 7?  What is the evidence that each link between boxes will actually happen? Specifically, what is the evidence that:  the stakeholders in box 3 will actually adopt the generic plans/strategies (Orphan Results) from box 2 assuming that the plans in box 2 are perfect?  the stakeholders in box 5 will actually adopt, resource and implement the specific plans (Orphan Results) from box 4 assuming that the plans in box 4 are perfect?  the Users in box 7 will actually Use the Results in box 6?  these Uses in box 7 will actually create the Benefits in boxes 8-13?  the cost of a specific Project in box 5 is less than the value of all the Benefits arising via Results and Uses from that Project?
  • 30. Diagnostic Questions (2)  Are the Projects (box 5), Results (box 6) , Uses (box 7) and Benefits (boxes 8-13) sufficiently specific that they will actually happen:  geographically specific?  thematically specific?  organisationally (including partnerships) specific?  demographically specific?  process specific?
  • 31. Pass / Fail?  In order to pass the OpenStrategy Diagnostic and hence have an implementable strategy that will actually make a difference:  The answer to question 1 must be “yes”  The answers to question 2 must be “precise and explicit”  The answers to questions 3 must be “convincing”  The answers to questions 4 must be “yes, they are sufficiently specific to attach budgets, Project Managers and stakeholders to”