Description

A strategy consists as a set of strategic themes which are capable of providing a starting point for the planning of the required set of changes.

Change initiatives must be consistent with the vision and the strategic themes for the actors in a social system.

When described in sufficient detail, strategic themes enable subsequent prioritisation, selection and sequencing of change initiatives?

The costs and relative contributions (expressed in terms of potential benefits) of initiatives to the vision and strategic themes must be described.

Maintenance

The list of strategic themes must be maintained continually, in line with changes in the business and its environment. It should be formally reviewed at least annually as part of the planning round. The review provides the context for progress reporting on strategic themes.

High level plans

A preferred portfolio of initiatives, with component activities scoped in terms of:

1. Estimated resources and costs for completion (these will be subject to wide margins of error at this stage)
2. Expected outcome and benefits arising
3. Implications for workspace, IT infrastructure and support
4. Dependencies on other developments or on other components of business plans
5. Constraints on timing - for example, this must be finished by a specified milestone date in the business plan.

The preferred portfolio combines selected activities and developments in initiatives that:

1. Meet requirements and targets and satisfy constraints, as specified by the business
2. Present acceptable cost and benefit profiles
3. Are consistent with overall business strategy and plans for change
4. Can be resourced and delivered by supplier organisations
5. Are technically achievable with acceptable risk.