“We cannot agree on everything but we must agree on the framework”.
Benny Gantz
Introduction
Organizations must develop and implement a strategic framework to maintain a successful business. One of the best approaches is to create a strategic framework centred around the three Ps: purpose, process, and performance. This framework will provide focus and organizational direction.
What are the three Ps of the Strategic Framework?
The three Ps of the strategic framework are planning, positioning, and persistence. A company must plan its overall direction and goals to create a successful strategic framework. They must also determine their market positioning, including their unique selling proposition and target customer.
What are the benefits of using a strategic framework?
There are many benefits realized as a result of using the strategic framework. The most obvious benefit is that it can help organizations focus on their most critical strategic objectives. By creating the three Ps of the strategic framework, you can ensure that your organization is always working towards something more significant and urgent. The three Ps of the strategic framework can also help your organization better understand its customers and the marketplace.
What are the limitations of using the strategic framework?
There are a few limitations to using the three Ps of the strategic framework:
- It can be hard to know what will happen in the future, so the framework may only sometimes be helpful.
- The framework can be rigid, making it hard for the company to change quickly and adapt to new situations.
- The framework may only be relevant to some organizations.
In the end, if the three pillars of the strategic framework are used correctly, they can help your company come up with a clear and effective strategy by pointing it in the right direction, giving it a more considerable edge over its competitors, and bringing in more revenues.
About the Author:
Loay Dirar, educates, writes, and advises on strategy development and implementation, as well as change management and risk management for major regional organizations in the Middle East and North Africa. He has 19 years of management experience, including ten years as a manager in multinational subsidiaries of organizations based in the Middle East and North Africa (MENA).
