Using the SOAR Framework at Aerospace Alliant International (AAI)

By Jacqueline M. Stavros

Focus of the Appreciative Inquiry

Strategic planning (SOAR framework), cultural transformation, and alignment were the focus of the AI. (SOAR is the AI version of the traditional SWOT analysis of Strengths, Weaknesses, Opportunities, Threats.)

Case Overview

SOAR is a profoundly positive framework used for strategic thinking, dialoging, and analyzing that allows a person, team, or organization to create a strategy and/or strategic plan to construct its future through collaboration, shared understanding, and a commitment to action. SOAR stands for Strengths, Opportunities, Aspirations, and Results.

In this case study, the SOAR framework integrates Appreciative Inquiry (AI) 5-D process (Define, Discovery, Dream, Design, and Destiny) and an AI Summit to create a successful transformation process when a U.S. organization was acquired by a large European organization. As you have learned in this book, AI is one of today’s most successful organization development and change philosophies that engages the whole system in shaping the organization’s future for change and builds on the life-giving forces of the organization (also referred to as the positive core). This organization combined the SOAR framework with the AI 5-D approach because it provided in the midst of an acquisition a “cooperative evolutionary search for the best in people, their organization, and the relevant world around them” (Cooperrider, Whitney, & Stavros, 2008, p. 1).

Client Organization

Aerospace Alliant International (AAI) Division (formerly a U.S.-based company of 6,100 employees with revenues over $1.2 billion) was acquired by a global aerospace organization with over 88,000 employees and $25 billion in revenues.

Client Objectives

This story started with the divisional general manager, who was very familiar with AI but also searching for a specific approach where the AI 5-D process could be applied to create a whole-system strengths-based strategic management process and strategic plan for the recently acquired AAI division.

The organization development (OD) manager knew about the SOAR framework and AI, so he suggested to the general management that they use the SOAR framework with the AI 5-D process. Another member from the management team had recently seen a video of how the U.S. Navy had successfully applied AI 4-D process to build leadership at all levels (visit the AI Commons at http://appreciativeinquiry.cwru.edu). This U.S. Navy project resonated with the organization because the U.S. Navy is one of their major customers. The leadership team hoped to bring the strengths and a proposed strategy of the acquired AAI division to the parent organization, and the SOAR framework seemed like a good strategic fit to create a strategic growth plan that brings the division in alignment with corporate. At the time, the general manager said:

“Let’s have a pilot program first like the U.S. Navy. If it succeeds, then we will apply it to the entire division. We are not good at strategic planning; we are great at execution and especially at fire-fighting. Let’s call this a strategic growth plan, not a strategic plan.”

The metaphor and language of the SOAR framework was a fresh positive approach to traditional strategic planning that used SWOT. The acquisition already experienced a lot of negativity and the acquired division felt threatened by the acquisition. SWOT looks at strengths, weakness, opportunities, and threats. The AAI employees’ energy had been drained by the whole acquisition process and they wanted a strategic planning process that would create positive momentum to identify strengths and opportunities that would align with the corporate vision and mission plus produce results, rather than dwell on the problems, weaknesses, and threats. The SOAR framework does not ignore weaknesses and threats; instead, “they are reframed and given the appropriate focus within the opportunities and results conversation” (Stavros & Hinrichs, 2009, p. 13).

What Was Done

A pilot program was assigned to the program manager of Vehicle Maintenance Series (VMS) program. The VMS program manager, OD manager, and an external consultant created a core strategic growth team that laid out a four-phase plan connecting to the SOAR framework and following the AI 5-D process:

Implement the Strategic Growth Summit

Discovery Phase

Thirteen VMS leaders participated in a three-day strategic leadership meeting to define and initiate the process and carry out the “discovery phase” of AI through the lens of the SOAR framework. The focus was the VMS business. Thirty-five interviews were completed with key stakeholders: executives, program managers, business development, functional managers (human resources, controllers, engineering, operations), and customers. The main objective was to gather information in the form of stories to develop a five-year strategic growth plan that would include the major areas for growth and competitive advantage. The strategic discovery phase started with strengths-based possibility questions:

The VMS program used responses to these questions to identify core capabilities, opportunities, and the most preferred future. These responses also helped to further develop a value set, current mission (clear and compelling purpose), goals, and guiding principles from which to best operate. A values set and mission statement were co-created, as follows:

Core Values

We …

• Maintain the highest standards of integrity and ethical behaviors
• Exceed customers’ and shareholders’ expectations
• Promote individual and team responsibility
• Value each other, our common mission, and our individuality
• Commit to individual and organizational excellence through continuous improvement
• Work safely, effectively, and efficiently while maintaining environmental responsibility
• Enjoy the interaction of working together to achieve our goals

These values demonstrated what the organization most values in its internal stakeholders. It defines the expected behaviors and culture. Then mission was co-defined:

The mission is “what” the organization is all about and what it does to best serve its customers.

The team decided to create guiding principles to support the value set and mission:

• Empowerment
• Act on all ideas—accept ideas from anyone
• Innovation-to-reality roadmap
• Innovation in all aspects of the business
• Entrepreneurship
• Risk management

These principles became the substance of everyday interaction in a highly dynamic global work environment virtually over numerous sites. This formed the intentionality, feedback, and daily teaming that cause this group to execute so extraordinarily. The performance development structure supports them by measuring performance to objectives daily.

Dream and Design Phases

The dream phase co-created the following vision:

An overarching strategic goal was also defined in support of the vision: to be the premier global vehicle maintenance systems supplier and go from $100 M to $200 M in sales by 2015.

The design phase occurred in a three-day AI summit with cross-functional stakeholders from six operational units. An AI summit is a three-to-four day application of the AI 4-D process for which the whole system (or representatives of the whole system) are brought together to create large scale change and can include hundreds to thousands of stakeholders. This group of 128 participants identified eight strategic objectives to align with the strategic goal, vision, and mission. These eight objectives were to be achieved within the five-year strategic growth plan:

Destiny Phase

In this phase, strategic tactical plans were created through dialogue with fifty key program professionals from three levels. This dialogue created ownership of the planning and implementation responsibilities to achieve the eight strategic objectives and provided the continuity and sustainability of the project. The planning and implementation teams met monthly for course corrections and presented results. During this phase, sales increased by $18 M.

The team continued to discover, dream, design, and pursue both the existing and emerging vehicle maintenance systems opportunities in the world market. The team leader said:

“The SOAR framework along with the AI 5-D process provided an environment that placed emphasis on building a supportive culture that demonstrates inclusion and collaboration in creating a strategy in an environment that generates positive enthusiasm and ownership by the entire strategic growth plan.”

Outcomes

The outcomes for each phase of the AI 5-D process for this case study were explained in each phase above. To reflect back through the process, during the phases from discovery to destiny, respect, engagement, and ownership were evident. The SOAR framework called for a positive and collaborative environment in which people felt safe to suggest new opportunities and improvements and to take shared risks. The five-year growth plan was created and its objectives were translated into tactical plans with yearly goals that were clear, actionable, and measurable. The participants accepted accountability. The members from the executive level to staff are continuing to have a positive spirit because they are asked for their ideas. They see the connection of their ideas to action plans.

At the close of the Strategic Tactical Planning Summit (fifty participants) the general manager and four executive directors were given the final presentations. Their focus was evident since no one left the room nor used personal communications devices. Employee engagement and commitment were also evident in the walls posted with documentation of who committed to doing what by when. A spontaneous standing ovation for the program manager and the planning team punctuated the final presentation.

A positive spirit and powerful teamwork were enhanced since the groups commended each other and provided very specific feedback. The division continues to work with strategy and strategic planning as an evolving process. They also learned that it is important to provide more follow-on and through consulting and accountability measures. To that end, the whole group wants to do additional brainstorming on “ingredients for success” to ensure sustainability.

The SOAR framework blended well with the division’s lean manufacturing principles and applications, business process model, process integration, and monthly reporting. As a result, the VMS program director wants to use a SOAR framework and AI approach, and the general manager wants to continue using the SOAR framework to drive a division wide growth process. There is also another person that wants to study how the SOAR framework can be used to build strategic capacity in the organization.

A final impressive outcome is the general manager’s decision to use the process for the entire division. What especially impressed him was the obvious enthusiasm and positive momentum of the VMS workforce. A one-year review is planned, using an AI summit. It will be expanded to include the whole business, which includes: Navy programs, succession planning, leadership development program, development of the diversity program, and continuous follow-up for the VMS program. AASI found the power of the SOAR framework and AI 5-D approach contagious!

Learnings

The creation of a core team with leadership support gave the project the momentum and support it needed to be defined, planned, executed, and sustained. Through the use of positive lens and strengths-based framework like SOAR and the AI 5-D approach, anything is possible when you let go and trust the stakeholders to do the work.

The SOAR framework emerged through the DNA of AI. Based on this DNA, it is hard to imagine creating any future strategy or strategic plan without “considering where it is strong, what the opportunities are, what we really want to happen, and what would indicate progress and success” (Stavros & Hinrichs, 2009, p. 43). As problems and challenges are presented in any AI-related case study in this book, reframing the ones related to strategy and strategic planning seem quite natural through the SOAR framework and becomes automatic.