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TSDM-34 ADIA Wrap-Up Case Study PowerPoint Presentation
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TSDM-34 ADIA Wrap-Up Case Study. Case: “Stranger in a Strange Land” Source: NWC Faculty, edited by Dr. Coty Keller. OBJECTIVE. Apply the ADIA framework’s concepts & tools to a leadership case study. Assess. Decide. Formulate. Strategy. Assure. Execute. Implement.

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TSDM-34 ADIA Wrap-Up Case Study


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    1. TSDM-34 ADIA Wrap-Up Case Study Case: “Stranger in a Strange Land” Source: NWC Faculty, edited by Dr. Coty Keller

    2. OBJECTIVE Apply the ADIA framework’s concepts & tools to a leadership case study NWC/TSDM

    3. Assess Decide Formulate Strategy Assure Execute Implement NWC/TSDM

    4. FORMULATE AND EXECUTE STRATEGY ASSESS (Who and Where are we?) MISSION Stakeholder Expectations Existing Command Vision Core Competencies Command Strengths and Weaknesses Opportunities and Threats Gaps DECIDE (Where should we go?) DECISION ENVIRONMENT Decision Elements Priorities and Focus of Main Effort New Command Vision Implementation Plan “SMART” Objectives Ways Means Scope & Boundaries Command Philosophy Resources IMPLEMENT (How Do We Get There?) EXECUTION What-Who-When-Where and How (W4H) Means People, Process & Policy, Structure, Technology Alignment Cascading and Nested Objectives Negotiations Resistance & Friction Trust & Empowerment ASSURE (Are we getting there?) LEADERSHIP-BASED MEASUREMENT Results-Focused Performance Control Systems Diagnostic Measures Belief Systems Boundary Systems Interactive Performance Measures Leading & Lagging Indicators Performance Drivers Efficiency vs. Effectiveness Important Perspectives Accountability COMMAND ALIGNMENT AND UNITY OF EFFORT NWC/TSDM

    5. Analytical Thinking • Define (identify) the challenge/issue • Prioritize the issues or challenges • 3) Assemble a set of alternatives • 4) Specify criteria to compare alternatives • 5) Gather evidence (measures) based on those criteria • 6) Take risk (and uncertainty) into account • 7) Choose the best alternatives NWC/TSDM

    6. Strategic Planning Management Control Operating Control Strategy Strategic Plan Execution Plan Strategy Goals Objectives Intended Performance Organizations are ‘Machines’ Feedback Strategy Deliberate Strategy Feedback Strategy Actions Taken Intended Strategy “Executed Strategy” Actions Taken Unrealized Strategy Emergent Strategy Levels of Performance  Feedback Actions Taken Feedback Feedback The Need for Feedback from all Levels Feedback NWC/TSDM

    7. SWOT – Multiple Perspectives STAKEHOLDERS’ PERSPECTIVES Strengths Weaknesses INTERNAL Opportunities Threats EXTERNAL NWC/TSDM

    8. Decision Making Process Decision Maker FUTURE What Does It Look Like? What Core Competencies Are Needed? What Key Partnerships Must Be Built Or Maintained Define the Opportunity or Problem Identify Available Courses of Action Strategic Gaps Compare Alternative Courses of Action Breadth Resource Viability Stakeholder Consider and Manage Risk Criteria Aspirational Avoid Choose a Course of Action Valid Reliable Tolerate Communicate Practical Transfer Implement Control NWC/TSDM

    9. Implementation Plan(W4H) NWC/TSDM What? (Objectives supporting a Strategic Goal) Who? (Responsibility, Authority, Accountability) When? (Deadline) Where? (Arena of action) How? (Cause & effect logic)

    10. BOUNDARY SYSTEMS BELIEFS SYSTEMS RISKS TO BE AVOIDED CORE VALUES STRATEGY CRITICAL PERFORMANCE VARIABLES MAJOR CONCERNS INTERACTIVE CONTROL SYSTEMS DIAGNOSTIC CONTROL SYSTEMS Simons’ Levers of Control NWC/TSDM