Glossary

conclusions: The most important “takeaways” from the situation assessment. A statement that explains the significance of the findings and increases understanding; a short list of five to seven items that must be addressed in the near future.

findings: Conditions found that are based on facts or observations and that are clearly sourced as either fact-based or observation-based. These conditions test the validity of a hypothesis. They often lead to an insight and/or conclusion. They are a descriptive, meaningful answer to a key question. They summarize the central theme of the supporting facts or observations.

frameworks: Tools used to put the facts of the current situation into meaningful compartments. An example is the seven Cs framework: company and colleagues (internal); category, customer, consumer, competitors, and community (external). Compartmentalizing facts into a framework adds meaning and relevance to what may appear to be unconnected facts. Frameworks are a bridge to the next part of the situation analysis—the SWOT analysis.

goal: A statement in outcome language of what’s to be achieved. It’s quantitative in nature and is usually set for three years. A goal answers the question, “What do we want to achieve?”

hypothesis: A tentative conclusion about a problem or opportunity.

implications: The “so what” of the key issues; they are action-oriented responses to each key issue. They describe what the conclusions mean. They can include: What we should do and why. They are not quantified at this stage.

initiatives: Programs, projects, plans, or activities. They are prioritized annually and are accomplished to bring a strategy to life. Individuals or groups are the sponsors of Initiatives and responsible for their advancement.

key issues: Define the mega problem element—the most controversial problem element; the keystone problem element—a problem element that is “ready.” for resolution.

objectives: Specific, measurable statements of what will be done to achieve goals within a time frame. Objectives are achieved through work plans. Work plans delineate who will do what by when, and they include measurements of success or desired outcomes.

SCAs (sustainable competitive advantages): Superstrengths. They are what truly separate us from the pack. They are our key leverage and margin in the marketplace, and must meet five criteria:

  Meaningful—significant

  Add value—confer tangible consumer/customer benefits

  Hard to imitate—competitive advantage

  Have the capability of being leveraged—extendable across multiple businesses

  Sustainable—endure, when nurtured.

strategies: A road map of where to go. They include statements of the major approach to follow to attain goals and resolve issues. Strategies answer the question: How will we go about accomplishing our goals? Strategies describe a general approach or method. They don’t describe specific activities or projects. Strategies are choices. There are three types: core strategies, contingency strategies (plan B), and alternative strategies (considered but rejected).

structured analysis: The organized and logical separation, examination, arrangement, and interrelation of the component parts of a problem or area of investigation.

SWOT (strengths, weaknesses, opportunities, and threats): A strategic planning tool, used as part of an environmental scan. More specifically, the process involves identifying meaningful and prioritized factors. The SWOT is a powerful way to summarize an internal and external analysis.

tactics: Describe specific tasks or steps that will advance an initiative.