A WORKBOOK FOR MASTERING PEOPLE 掌握人际关系的工作手册AND UNCERTAINTY IN IMPLEMENTING 和实施中的不确定性STRATEGY INITIATIVES 战略举措
Why you should 为什么你应该
90%90 \% of senior executives say they do not implement strategy well. 59%59 \% of organizations struggle with the day-to-day of strategy implementation and fail on 1//51 / 5 th of their strategic objectives (1). That is a trillion-dollar problem. 90%90 \% 的高级管理人员表示他们未能很好地执行战略。 59%59 \% 的组织在战略实施的日常事务中挣扎，并未能实现 1//51 / 5 的战略目标（1）。这是一个万亿美元的问题。
This workbook presents a practical guidance for running executive-to-shop-floor-level workshops for mastering two key challenges in strategy implementation: Uncertainty and People Impact. It helps you by differentiating your strategy work into four categories: Discover, Experiment, Transform and Excel. This Workbook is complementary to other resources developed by the Brightline Initiative, such as the 10 Principles (2) and the People Manifesto (3). 本工作手册为在高管与车间层面举办研讨会提供了实用指导，以应对战略实施中的两个关键挑战：不确定性和人员影响。它通过将您的战略工作分为四个类别：发现、实验、转型和卓越，来帮助您。本工作手册是 Brightline Initiative 开发的其他资源的补充，例如 10 条原则和《人员宣言》。
The Workbook is based on research carried out at the Technical University of Denmark (DTU), Engineering Systems Division and Engineering Systems RiskLab, by Prof. Dr. Josef Oehmen (PI), Prof. Dr. Joana Geraldi, Diana Velasco, Dr. Iben Stjerne, Line Christiane Lund Strøm, Pelle Lundquist Willumsen, Bzhwen A Kadir, Morten Wied and Verena Stingl. 该工作簿基于丹麦技术大学（DTU）工程系统系和工程系统风险实验室的研究，由约瑟夫·欧赫门教授（首席研究员）、乔安娜·杰拉尔迪教授、迪亚娜·维拉斯科、伊本·斯蒂尔尼尔博士、琳·克里斯蒂安·伦德·斯特罗姆、佩尔·伦德奎斯特·维伦姆森、巴兹温·阿·卡迪尔、莫滕·维德和维雷娜·斯廷格尔共同完成。
Our thanks go to The Brightline Initiative for funding this project, to Brightline’s Head of Research Dr. Edivandro Conforto for his support, and to the more than 30+ senior executives who generously and patiently shared their thoughts, ideas, best (and sometimes: worst) practices with us. For more information, please visit www.brightline-dtu.dk, www.brightline.org, www.risklab.dtu.dk and www.es.man.dtu.dk. 我们感谢 Brightline Initiative 资助本项目，感谢 Brightline 的研究主管 Edivandro Conforto 博士的支持，以及 30 多位慷慨而耐心分享他们的想法、创意、最佳（有时也是最差）实践的高级管理人员。欲了解更多信息，请访问 www.brightline-dtu.dk，www.brightline.org，www.risklab.dtu.dk 和 www.es.man.dtu.dk。
Please cite this document as: 请引用本文件为：
Oehmen, J., Lund Strøm, L.C., Velasco, D., Willumsen, P.: The Strategy Implementer - A Workbook for Mastering People and Uncertainty in Implementing Strategy Initiatives. Technical University of Denmark, Kongens Lyngby. December 2018. DOI: 10.11583/DTU.7447652 Oehmen, J., Lund Strøm, L.C., Velasco, D., Willumsen, P.: 《战略执行者 - 实现战略倡议中掌握人和不确定性的工作手册》。丹麦技术大学，孔根斯林比。2018 年 12 月。DOI: 10.11583/DTU.7447652
This work is O 2018 by the Technical University of Denmark. It is shared under Creative Commons License CC BY-NC 4.0 (Attribution, Non-Commercial). 本作品为 2018 年丹麦技术大学所作。根据知识共享许可证 CC BY-NC 4.0（署名、非商业性）进行共享。
What you will get 你将获得的内容
In this workbook you will get a hands-on tool, the Strategy Implementer. It helps you in reducing the failure risk of your strategy initiatives by choosing an implementation approach that addresses the critical uncertainties and people impact of your initiative. This workbook is a guide for facilitators’ preparing implementation workshops. You will find the necessary background information, tips and workshop material on the following pages. 在本工作簿中，您将获得一个实用工具——战略实施者。它通过选择一种实施方法来帮助您降低战略倡议的失败风险，该方法解决了您倡议的关键不确定性和人员影响。本工作簿是为准备实施研讨会的主持人提供的指南。您将在接下来的页面中找到必要的背景信息、提示和研讨会材料。
01 The Foundation of the Strategy Implementer 策略执行者的基础
Four categories of strategy initiatives 四类战略举措
Three key uncertainties 三个关键的不确定性
Transition of a strategy 战略的转变
02 Preparing your Strategy Implementation Workshop 02 准备您的战略实施研讨会
Tips for the facilitator 促进者的提示
Design principles to support a workshop 支持研讨会的设计原则
03 Guide to use the Strategy Implementer 03 使用策略执行者指南
Your journey through the three exercises 您在三个练习中的旅程
Exercise O1: Map 练习 O1：地图
Exercise O2: Analyze 练习 O2：分析
Exercise O3: Take action 练习 O3：采取行动
The Strategy Implementer is divided into four categories of strategy initiatives: Discover, Experiment, Transform and Excel. These categories are placed in a 2 by 2 model according to two parameters: 1) degree of uncertainty and 2 ) degree of people impact. You will work with this part of the Strategy Implementer in exercise 1 and 2. 战略执行者分为四类战略举措：发现、实验、转型和卓越。这些类别根据两个参数：1）不确定性程度和 2）对人们的影响程度，放置在一个 2x2 模型中。您将在练习 1 和 2 中使用战略执行者的这一部分。
People impact. The degree to which your strategy initiative is going to impact people in your organization - both in terms of amount of people affected, as well as how seriously it affects them. The people impact covers both opportunities that are created, but also fear and resistance your strategy initiative may face. 人员影响。您的战略举措对组织内人员的影响程度——既包括受影响人数的多少，也包括对他们的影响程度。人员影响既涵盖了所创造的机会，也包括您的战略举措可能面临的恐惧和抵制。
Degree of uncertainty. The sum of uncertainties regarding market needs, technical feasibility and your capability as an organization to execute the strategy initiative (also see description on in two pages). 不确定性程度。关于市场需求、技术可行性以及作为组织执行战略计划的能力的不确定性总和（另见两页的描述）。
These strategy initiatives drive large-scale change into the organization. While not everything can be certain at this point, at least we are sure of the technical feasibility, market needs, and our fundamental ability to execute. The focus is on effectively engaging employees in driving the change into the organization. 这些战略举措推动了组织的大规模变革。虽然此时并不能确定所有事情，但至少我们对技术可行性、市场需求以及我们基本的执行能力是有信心的。重点是有效地让员工参与推动组织的变革。
Excel
Implementing continuous improvements and operational excellence 实施持续改进和运营卓越
These strategy initiatives happen within the context of “business as usual” and leverage incremental changes - identified and implemented at all levels of the organization - to improve day-to-day performance a step at a time. While implementing operations excellence 这些战略举措是在“正常业务”背景下进行的，利用逐步变化——在组织的各个层面识别和实施——以逐步改善日常绩效。在实施运营卓越的同时。
does usually not lead to step changes, it contributes to the 通常不会导致步骤变化，但它有助于
discovery of strategic ideas that have that potential. 发现具有潜力的战略思想。
0
Discover 发现
Discovering possibilities for future business opportunities and threats to existing ones 发现未来商业机会和现有威胁的可能性
Discovery-focused strategy work detects trends and ideas with the potential to generate new value for your clients, improve the efficiency of your operations, or create new market segments. It discovers the “unknown unknowns” and collects and describes them as “known unknowns” in the areas of technical feasibility, market needs, and your organization’s ability to exploit the idea. 以发现为中心的战略工作能够识别出具有潜力为您的客户创造新价值、提高运营效率或开辟新市场细分的趋势和想法。它发现“未知的未知”，并在技术可行性、市场需求和您组织利用该想法的能力等领域将其收集并描述为“已知的未知”。
Reducing uncertainty cheaply until you seriously invest in the implementation of - or close down - a strategic initiative 以低成本减少不确定性，直到您认真投资于战略举措的实施或关闭该举措
This group of strategy initiatives creates knowledge to close critical uncertainties in your strategy implementation - regarding technical feasibility, market needs and your capability to execute. They prepare a sound business case to either significantly invest into an idea, or abandon it. 这一组战略举措创造了知识，以消除您战略实施中的关键不确定性——关于技术可行性、市场需求和您执行的能力。它们为显著投资于一个想法或放弃它准备了一个合理的商业案例。
Uncertainties 不确定性
There are three significant uncertainties in strategy implementation: a) does the initiative address viable market need, b) is the technical 在战略实施中有三个重要的不确定性：a) 该举措是否满足可行的市场需求，b) 技术是否
hidden under layers of assumptions. Their identification and reduction is a significant part of strategy work: 隐藏在假设的层层之下。它们的识别和减少是战略工作的重要组成部分：
Uncertainties regarding market needs 市场需求的不确定性
Strategy initiatives must make financial sense. But the more daring they are, the more uncertain the market needs become. The three key questions are: Does the initiative help our customers to make or save money? Does it help us to make or save money? Or: Does it create an entire new market segment? 战略举措必须具有财务意义。但它们越大胆，市场需求的不确定性就越大。三个关键问题是：该举措是否帮助我们的客户赚钱或节省开支？它是否帮助我们赚钱或节省开支？或者：它是否创造了一个全新的市场细分？
When strategy initiatives contain technology components, their technical maturity is a major risk factor in the successful implementation of the initiative. Technical feasibility includes the fundamental maturity of the underlying technology, its maturity in our application context (including the users ability to work with it), as well as the maturity of the overall system integration. 当战略举措包含技术组件时，其技术成熟度是成功实施该举措的主要风险因素。技术可行性包括基础技术的基本成熟度、在我们应用环境中的成熟度（包括用户使用它的能力），以及整体系统集成的成熟度。
Uncertainties regarding ability to execute 执行能力的不确定性
99
Every strategy initiatives hinges on your organization’s ability to execute it effectively and efficiently. The key uncertainties are a) our understanding of the needed critical competences, and their availability; b) the clarity of the implementation purpose and process; and c) our ability to engage and motivate the relevant stakeholders. 每个战略举措都依赖于您组织有效和高效执行的能力。关键的不确定性包括：a) 我们对所需关键能力的理解及其可用性；b) 实施目的和过程的清晰度；c) 我们吸引和激励相关利益相关者的能力。
Transition 过渡
Successful organizations have a healthy portfolio of strategy initiatives that cover all four areas. As strategy initiatives are implemented, they will change position in your portfolio. Many paths are possible: A common one is the “reverse N”: An initiative focusing on, for example, discovering new technology trends will often lead to initiatives focusing on experimentation and prototyping to reduce critical technical and market uncertainties. Once validated, a transformation-focused activity kicks off, driving the new capability into the organization. And once that stabilizes, the focus will shift to operations excellence in the the fourth quarter. 成功的组织拥有健康的战略举措组合，涵盖所有四个领域。随着战略举措的实施，它们在您的组合中会改变位置。许多路径是可能的：一个常见的路径是“反向 N”：一个专注于发现新技术趋势的举措通常会导致专注于实验和原型制作的举措，以减少关键的技术和市场不确定性。一旦得到验证，转型-focused 活动就会启动，将新能力引入组织。一旦稳定下来，重点将转向第四季度的运营卓越。
However, there is no “one size fits all” path of implementing strategy initiatives. Some initiatives will be stopped after experimentation and prototyping; some will iterate between discovery, experimentation and transformation. Others will focus on operations excellence but discover a new trends on the way. You will get to meet this part of the Strategy Implementer in exercise 3. 然而，实施战略举措并没有“放之四海而皆准”的路径。有些举措在实验和原型制作后会被停止；有些则会在发现、实验和转型之间反复迭代。还有一些将专注于运营卓越，但在过程中会发现新的趋势。您将在练习 3 中了解战略实施者的这一部分。
Examples of transitions 过渡的例子
Tips to facilitator 促进者提示
The users of the Strategy Implementer 战略执行者的用户
The Strategy Implementer is for all levels of the organization, from senior executives to managers and as well as operational staff. 战略执行者适用于组织的各个层级，从高级管理人员到经理以及运营员工。
Duration of the workshop 研讨会的持续时间
You can design the workshop for a whole day, half day or a few hours, as you wish. It all depends on the degree of details you are aiming for, and the time 您可以根据需要设计一个全天、半天或几个小时的研讨会。这完全取决于您所追求的细节程度和时间。
The participants for the workhop 研讨会的参与者
Spend some time before the workshop on finding the relevant people across the organization. We recommend between 10-50 participants with approximately 5 people in each group. 在研讨会之前花一些时间寻找组织内相关人员。我们建议参与者人数在 10 到 50 人之间，每组大约 5 人。
Remember the user. Seen from a strategy implementation point of view your employees are the ‘users’ of the strategy. They are the ones who will turn the strategy from paper into reality. They need guidance and assistance, but they also need someone who listens and learns. You need to design how the strategy implementation is going to work with them and for them. 记住用户。从战略实施的角度来看，您的员工是战略的“用户”。他们是将战略从纸面变为现实的人。他们需要指导和帮助，但他们也需要一个倾听和学习的人。您需要设计战略实施如何与他们合作并为他们服务。
Co-create. It is not only important to understand your employees, but also to motivate and mobilize them. Co-creation with ‘users’ is a well-known method for creating a higher motivation, a higher degree of ownership, better understanding and more employee-driven initiatives. And most importantly, it is very effective at uncovering more implementation challenges earlier and at creating much better solutions. 共同创造。理解员工不仅重要，还要激励和动员他们。与“用户”共同创造是一种众所周知的方法，可以提高动机、增强归属感、改善理解以及推动更多员工主导的倡议。最重要的是，这种方法在更早地发现实施挑战和创造更好的解决方案方面非常有效。
Iterate and experiment. No strategy implementation starts with perfect knowledge, nor does the world stop changing as we implement. We need to learn and we need to learn fast! An implementation process with iterations creates flexibility for adapting to changes. It also allows us to continuously evaluate and adjust our activities, to maximize the impact of the implementation. Done thoughtfully, experimenting and iterating is a way of uncovering and mitigating risk early and cheaply 迭代和实验。没有任何战略实施是从完美的知识开始的，世界在我们实施时也不会停止变化。我们需要学习，而且需要快速学习！一个带有迭代的实施过程为适应变化创造了灵活性。它还允许我们不断评估和调整我们的活动，以最大化实施的影响。经过深思熟虑，实验和迭代是一种早期和低成本地发现和减轻风险的方法。
How can you create a good user experience? 如何创造良好的用户体验？
How will the strategy affect the users work tasks and routines? 该策略将如何影响用户的工作任务和日常活动？
How can the strategy enable a better work life for the users? 这个策略如何能为用户创造更好的工作生活？
How can you best address, maybe even utilize, the concerns of the users? 您如何最好地解决用户的担忧，甚至利用这些担忧？
Why do you co-create? 你为什么要共同创造？
When should you co-create? 你应该在什么时候共同创造？
Who should you involve? 你应该涉及谁？
How do you create creativity and trust? 如何培养创造力和信任？
How can you create a strategic direction that allows for an iterative process? 如何创建一个允许迭代过程的战略方向？
How can you ensure organizational learning? 如何确保组织学习？
How can you handle unknown situations that might 如何处理可能出现的未知情况
arise? 出现？
What do you want to test or experiment with? 你想测试或实验什么？
Who should be involved? 谁应该参与？
When should you do it? 你应该什么时候做这件事？
In the next part you will be introduced to the Strategy Implementer. First you meet a user journey, explaining the three parts of the tool. This is followed by an explanation of the three parts; 01) Map, 02) Analyze, and 03) Taking action. All of these parts will contain a step-by-step description, an estimated timeframe and a list of materials needed. You will also find an example of the three exercises in use 在下一部分中，您将了解战略实施者。首先，您将看到一个用户旅程，解释该工具的三个部分。接下来是对这三个部分的解释：01）地图，02）分析，和 03）采取行动。所有这些部分将包含逐步描述、预计时间框架和所需材料清单。您还将找到三个练习的使用示例。
Your journey 你的旅程
The Strategy Implementer will guide you through three steps. First you need to identify where you are by mapping your current portfolio of strategy initiatives. Secondly you need to know how well you are doing and how well you want to do in order to identify strategy initiatives 战略执行者将引导您完成三个步骤。首先，您需要通过绘制当前战略举措的投资组合来确定您所处的位置。其次，您需要了解您目前的表现以及您希望达到的表现，以便识别战略举措。
ter will help you do all three. Below you will find an overview of the three steps, and on the following page you will find a representation of the journey which you can print for the workshop. ter 将帮助您完成所有三个步骤。下面您将找到这三个步骤的概述，在下一页您将找到可以打印的旅程图，以便于研讨会使用。
[1ㅜㅜㄹ
01 Map [1ㅜㅜㄹ
01 地图
First step is to map your current strategy initiatives. It is a way of uncovering what your organization 第一步是绘制您当前的战略举措。这是一种揭示您组织的方式。
is doing today, and getting an overview of your strategy initiative landscape. 今天正在进行的工作，以及对您的战略计划全景的概述。
02 Analyze 02 分析
Second step is to identify the performance gap of your organizations strategy initiatives. How well are your practices today? And how well do you want them to be in the future? 第二步是识别您组织战略举措的绩效差距。您目前的实践效果如何？您希望未来的效果如何？
03 Taking Action 03 采取行动
Third step is based on the previous two. According to the current performance gap which actions can your organization take to move forward with an existing or new 第三步是基于前两步的。根据当前的绩效差距，您的组织可以采取哪些行动来推进现有或新的项目。
initiative? 倡议？
This is an example of your journey through the three exercises. You can use it for the workhop as an overview of the day. To print your own canvas, go to the back of the workbook. 这是您通过三个练习的旅程示例。您可以将其用作研讨会的日程概览。要打印您自己的画布，请前往工作簿的背面。
YOUR JOURNEY 你的旅程
IMPLEMENT YOUR PORTFOLIO OF STRATEGY INITIATIVES 实施您的战略计划组合
01 MAP 01 地图
MAP YOUR CURRENT STRATEGY INITIATIVES 映射您当前的战略举措
This step is for identifying your current portfolio of strategy initiatives… Placing them in one or more of the four categories Discover, Experiment, Transform, and Excell, can create an overview and perspective of the landscape of initiatives 此步骤旨在识别您当前的战略举措组合……将它们归入发现、实验、转型和卓越四个类别中的一个或多个，可以创建对举措全景和视角的概述
as well as the status of the individual initiative. 以及个人倡议的状态。
What are your currently doing? 你现在在做什么？
Which strategy initiatives do you currently have? /1 您目前有哪些战略举措？/1
How do they fit in the four categories according to their current status? 他们如何根据当前状态适应这四个类别？
/1
Do you have many initiatives in one category or are they distributed evenly? 您在一个类别中有很多举措，还是它们均匀分布？
02 ANALYZE 02 分析
IDENTIFY THE PERFORMANCE GAP OF YOUR STRATEGY INITIATIVES 识别您的战略举措的绩效差距
This step is for reflecting on how well you are currently doing in the four categories, and which specific practices you have in place. Having done this, it can be a basis for reflecting on how well you want to be in the future and which practices could support this state. 这一步是反思你在四个类别中目前表现得如何，以及你已经采取了哪些具体做法。在完成这一过程后，可以作为反思你未来希望达到的状态以及哪些做法可以支持这一状态的基础。
How well are your practices today and in the future? 你今天和未来的实践情况如何？
Which practices do you currently have for working on the four categories? 您目前在四个类别上有哪些实践？
/1
Are you masters in one, but lacking behind in others or do we have solid practices in place in all four? 你是在某一方面精通，但在其他方面落后，还是在所有四个方面都有扎实的实践？
//
How well do you want to do in the future? And which practices could support this? 你希望未来做得多好？哪些做法可以支持这一点？
O3 TAKE ACTION O3 采取行动
IMPLEMENT YOUR STRATEGY INITIATIVES 实施您的战略计划
This step is for identifying where a strategy initiative is now, and where it needs to go next, which significant uncertainties it has and how these change through its lifecycle. This supports identifying how to take action for moving the initiaitve forward in the right direction 此步骤旨在识别战略倡议目前所处的位置及其下一步的发展方向，以及它面临的重大不确定性及这些不确定性在其生命周期中的变化。这有助于确定如何采取行动，以将倡议朝着正确的方向推进。
How can you move forward with an initiative? 如何推进一项倡议？
How does this specific initiative transition between the four categories? And which criterias do you have for knowing when it is ready to move on? 这个具体的倡议如何在四个类别之间过渡？你有什么标准来判断何时可以继续推进？
//
How significant are the uncertainties of market, technology and capabilities? 市场、技术和能力的不确定性有多重要？
//
What actions do you need to take in order to implement this strategy initiative? 您需要采取哪些行动来实施这一战略计划？
Mapping 映射
Mapping your current strategy initiatives 映射您当前的战略举措
This part of the Strategy Implementer is for mapping your current strategy initiatives. This can be big scale strategy initiatives, as well as smaller ones, which contributes to the overall strategy in different ways. We suggest that you map your initiatives depending on in which of the four areas you think they are in now (Discover, Experiment, Transform or Excel). 该策略实施者的这一部分用于映射您当前的战略举措。这可以是大规模的战略举措，也可以是较小的举措，以不同方式为整体战略做出贡献。我们建议您根据您认为它们目前处于四个领域中的哪个领域（发现、实验、转型或卓越）来映射您的举措。
Steps 步骤
We recommend you to map it individually for 5 minutes and then discuss it with a partner or two for the lasting 10 minutes 我们建议您单独花 5 分钟进行思维导图，然后与一位或两位伙伴讨论 10 分钟
Write all strategy initiatives you can think of on seperate post-it notes. 将您能想到的所有战略举措写在单独的便利贴上。
Place them in one of the four areas in regards to where they are now. 将它们放在与它们现在所在位置相关的四个区域中的一个。
Is there anything about your project landscape that sticks out? 您的项目环境中有什么特别突出的地方吗？
Time 时间
This exercise can be of 15 minutes to an hour, depending on your goal and timeframe of the day. As a starting point we recommend 5 minutes explanations +15 minutes for the exercise. 这个练习可以持续 15 分钟到一个小时，具体取决于你的目标和当天的时间安排。作为起点，我们建议 5 分钟的讲解加上 15 分钟的练习。
Materials 材料
Post-its 便签纸
Pens 笔
Template in A3 (sitting at table) or A1 (standing by wall) A3 模板（坐在桌子旁）或 A1 模板（站在墙边）
This is a representation of how the exercise O1: Map looks like. The grey text is instructions, and will not feature on the canvas. To print your own canvas, go to the back of the workbook. 这是练习 O1: 地图 的示例。灰色文本是说明，不会出现在画布上。要打印自己的画布，请前往工作簿的背面。
01 MAP | YOUR CURRENT STRATEGY INITIAT 01 地图 | 您当前的战略倡议
DTU
DTU| DTU |
| :--- |
(i) Collect your current stratesy initiatives and place them in the four categories according to where they currently are, is there a pattern of where your strategy initiatives mainly are located? （i）收集您当前的战略举措，并根据它们目前所处的位置将其分为四类，您的战略举措主要集中在哪里，有没有模式？
收集您的战略举措，以改变和转变您组织的大部分
TO TRANSFORM
Collect your strategy initiatives that change and transform
large parts of your organization
TO TRANSFORM
Collect your strategy initiatives that change and transform
large parts of your organization| TO TRANSFORM |
| :--- |
| Collect your strategy initiatives that change and transform |
| large parts of your organization |
发现收集您的战略举措，以发现和描述技术趋势、市场趋势以及组织新方式
DISCOVER
Collect your strategy initiatives that discover and describe technology
trends, market trends, and new ways of organizing
DISCOVER
Collect your strategy initiatives that discover and describe technology
trends, market trends, and new ways of organizing| DISCOVER |
| :--- |
| Collect your strategy initiatives that discover and describe technology |
| trends, market trends, and new ways of organizing |
WRITE YOUR STRATEGY INITIATIVES HERE 在此写下您的战略举措
WRITE YOUR STRATEGY INITIATIVES HERE 在此写下您的战略举措
I[] EXCELL
Collect your strategy initiatives that drive operations excellence
and continuous improvement
Collect your strategy initiatives that drive operations excellence
and continuous improvement| Collect your strategy initiatives that drive operations excellence |
| :--- |
| and continuous improvement |
我[] EXCELL 收集推动运营卓越的战略举措
I[] EXCELLCollect your strategy initiatives that drive operations excellence,and continuous improvement| I[] EXCELLCollect your strategy initiatives that drive operations excellence <br> and continuous improvement |
| :--- |
实验和能力不确定性
::: EXPERIMENT
Collect your strategy initiatives that experiment and prototype,
making your organization learn about critical technology, marke
Collect your strategy initiatives that experiment and prototype,
making your organization learn about critical technology, marke| Collect your strategy initiatives that experiment and prototype, |
| :--- |
| making your organization learn about critical technology, marke |
and capability uncertainties
::: EXPERIMENTCollect your strategy initiatives that experiment and prototype,,making your organization learn about critical technology, marke
and capability uncertainties| ::: EXPERIMENTCollect your strategy initiatives that experiment and prototype, <br> making your organization learn about critical technology, marke |
| :--- |
| and capability uncertainties |
WRITE YOUR STRATEGY INITIATIVES HERE 在此写下您的战略举措
WRITE YOUR STRATEGY INITIATIVES HERE 在此写下您的战略举措
01 MAP | YOUR CURRENT STRATEGY INITIAT "DTU"
(i) Collect your current stratesy initiatives and place them in the four categories according to where they currently are, is there a pattern of where your strategy initiatives mainly are located?
"TO TRANSFORM
Collect your strategy initiatives that change and transform
large parts of your organization" "DISCOVER
Collect your strategy initiatives that discover and describe technology
trends, market trends, and new ways of organizing"
WRITE YOUR STRATEGY INITIATIVES HERE WRITE YOUR STRATEGY INITIATIVES HERE
"I[] EXCELLCollect your strategy initiatives that drive operations excellence,and continuous improvement" "::: EXPERIMENTCollect your strategy initiatives that experiment and prototype,,making your organization learn about critical technology, marke
and capability uncertainties"
WRITE YOUR STRATEGY INITIATIVES HERE WRITE YOUR STRATEGY INITIATIVES HERE | 01 MAP \| YOUR CURRENT STRATEGY INITIAT | | DTU |
| :---: | :---: | :---: |
| (i) Collect your current stratesy initiatives and place them in the four categories according to where they currently are, is there a pattern of where your strategy initiatives mainly are located? | | |
| TO TRANSFORM <br> Collect your strategy initiatives that change and transform <br> large parts of your organization | DISCOVER <br> Collect your strategy initiatives that discover and describe technology <br> trends, market trends, and new ways of organizing | |
| WRITE YOUR STRATEGY INITIATIVES HERE | WRITE YOUR STRATEGY INITIATIVES HERE | |
| I[] EXCELLCollect your strategy initiatives that drive operations excellence <br> and continuous improvement | ::: EXPERIMENTCollect your strategy initiatives that experiment and prototype, <br> making your organization learn about critical technology, marke <br> and capability uncertainties | |
| WRITE YOUR STRATEGY INITIATIVES HERE | WRITE YOUR STRATEGY INITIATIVES HERE | |
Analyze
STEP 02 分析
步骤 02
Analyze the performance gap of your strategy initiatives 分析您的战略举措的绩效差距
This part is for identifying the performance gap of your strategy initiatives. You do this by evaluating how well your practices are today, reflection on how well you want them to be in the future and identifying the gap between these two. 这一部分用于识别您战略举措的绩效差距。您可以通过评估当前实践的效果、反思未来希望达到的效果以及识别这两者之间的差距来实现这一目标。
Steps 步骤
We recommend you to choose one of the four categories to focus on. You can do it individually followed by group discussion or as a small group from start. 我们建议您选择四个类别中的一个进行重点关注。您可以单独进行，然后进行小组讨论，或者从一开始就作为一个小组进行。
Place yourself on the scale from 1-5 in regards to how well you are doing within a category of strategy work where 1 is poor and 5 is excellent. 在战略工作类别中，将自己在 1 到 5 的范围内进行评估，其中 1 表示差，5 表示优秀。
Now place yourself on the same scale from 1-51-5 in regards to how well you want to do in the future. You can decide the timeframe of “future”. 现在请将自己放在从 1-51-5 开始的同一尺度上，考虑你希望在未来做得多好。你可以决定“未来”的时间范围。
List initiatives and ideas which could support and enable you to close the gap between where you are and where you want to be. 列出可以支持和帮助您缩小当前状态与目标状态之间差距的举措和想法。
Time 时间
This exercise can be of 20 minutes to an hour, depending on your goal and timeframe of the day. As a starting point we recommend 5 minutes explanations +15 minutes for the exercise. 这个练习可以持续 20 分钟到一个小时，具体取决于你的目标和当天的时间安排。作为起点，我们建议 5 分钟的讲解加 15 分钟的练习。
Materials 材料
Post-its 便签纸
Pens 笔
Template in A3 (sitting at table) or A1 (standing by wall) A3 模板（坐在桌子旁）或 A1 模板（站在墙边）
This is an example of how exercise O2: Analyze can be used. The grey text is instructions and examples and will not feature on the canvas. To print your own canvas, go to the back of the workbook. 这是一个如何使用练习 O2：分析 的示例。灰色文本是说明和示例，不会出现在画布上。要打印您自己的画布，请转到工作簿的背面。
02 ANALYZE I THE PERFORMANCE GAP OF YOUR STRATEGY INITIATIVES 02 分析 I 你的战略举措的绩效差距
(i) Start focusing on one of the four categories. Mark on the scale how well your are doing today and how well you want to to in the future. Discuss which new strategy initiatives, or which changes to existing initiatives could help you （i）开始专注于四个类别中的一个。在量表上标记你今天的表现以及你希望未来的表现。讨论哪些新的战略举措或对现有举措的哪些改变可以帮助你。
transform 转变
How well do you scale your strategy initiatives to the entire organization today, and how well do you want 您今天在多大程度上将战略举措扩展到整个组织，以及您希望在多大程度上做到这一点？
to do it in the future? 将来要这样做吗？
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap 哪些新的战略举措，或对现有举措的改变，您需要采取以缩小差距？
between today and the between today and the future? 在今天和未来之间？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH COULD CLOSE THE GAP 收集可以缩小差距的战略倡议的想法
oll Exces 翻译文本：全部过度
How well do your operational excellence strategy initiatives perform today, and how well do you want them to perform int the future? 您目前的运营卓越战略举措表现如何，您希望它们在未来表现得如何？
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 您需要哪些新的战略举措，或对现有举措进行哪些更改，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH COULD CLOSE THE GAP 收集可以缩小差距的战略倡议的想法
DISCOVER 发现
How well do you identify new strategy trends today, and how well do you want to do it in the 你今天在多大程度上识别新的战略趋势，以及你希望在这方面做得多好？
future? future? 未来？未来？
New market trends 新市场趋势
New technology trends Coor 新技术趋势 Coor
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 您需要哪些新的战略举措，或对现有举措进行哪些更改，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH COULD CLOSE THE GAPS 收集可以填补差距的战略倡议的想法
::: EXPERIMENT 实验
How well do you learn from experiments today, and how well do you want to learn in the future? 你今天从实验中学习得怎么样，未来你希望学习得怎么样？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH COULD CLOSE THE GAPS 收集可以填补差距的战略倡议的想法
Take Action
STEP 03 采取行动
步骤 03
Take actions to move forward 采取行动向前推进
This part of the Strategy Implementer is for turning ideas and initiatives into concrete actions. Firstly, you will focus on how an initiative transition through two or more of the four categories and secondly you will map the initiative’s uncertainty burndown profile. This supports identifying key actions and resources necessary for moving forward in closing the gap between where you are and where you want to be. 该战略实施者的这一部分旨在将想法和倡议转化为具体行动。首先，您将关注一个倡议如何在四个类别中的两个或更多类别之间过渡，其次，您将绘制该倡议的不确定性消减曲线。这有助于识别在缩小您当前所在位置与您想要达到的位置之间所需的关键行动和资源。
Steps 步骤
Choose one specific initiative to focus on. We recommend you to map it individually, or in groups working on the same strategy initiative. 选择一个具体的倡议进行重点关注。我们建议您单独或与正在进行相同战略倡议的小组一起进行映射。
Draw the initiative’s expected transition through the four categories. 绘制该倡议在四个类别中的预期过渡。
Discuss which actions you take in each area and which key criterias you have in each of the categories for moving to the next? 讨论您在每个领域采取的行动以及您在每个类别中向下一个阶段移动的关键标准是什么？
Reflect on how significant the uncertainties of market, technology and internal capabilities are as the initiative transition through the four categories. Draw it on the uncertainty burndown. 反思市场、技术和内部能力的不确定性在倡议通过四个类别时的重要性。将其绘制在不确定性消减图上。
Discuss and note which actions you can take in order to move forward with the initiative. 讨论并记录您可以采取哪些行动，以推动该倡议向前发展。
Time 时间
This exercise can be of 20 minutes to an hour, depending on your goal and timeframe of the day. As a starting point we recommend 5 minutes explanations +20 minutes for the exercise. 这个练习可以持续 20 分钟到一个小时，具体取决于你的目标和当天的时间安排。作为起点，我们建议 5 分钟的解释加上 20 分钟的练习。
Materials 材料
Post-its 便签纸
Pens 笔
Template in A4 for individual or A3 for group excersice A4 模板用于个人练习或 A3 模板用于小组练习
This is an example of how exercise 03: Take Action can be used. The grey text is instructions and examples, and will not feature on the real canvas. To print your own canvas, go to the back of the workbook. 这是如何使用练习 03：采取行动的示例。灰色文本是说明和示例，实际画布上不会出现。要打印自己的画布，请前往工作簿的背面。
03 TAKE ACTION | IMPLEMENT YOUR STRATEGY INITIATIVES 03 采取行动 | 实施您的战略举措
Choose a specific initiative to focus on. Draw the initiative’s expected transition through the four categories. 选择一个具体的倡议进行重点关注。绘制该倡议在四个类别中的预期过渡。
Discuss which actions do you take in each area, and which key criterias you have in each of the categories for moving to the next? 讨论您在每个领域采取了哪些行动，以及在每个类别中您有哪些关键标准以便进入下一个阶段？
How significant are the uncertainties of market, technology and internal capabilities as the 市场、技术和内部能力的不确定性有多重要
initiative transitions through the four categories? And how do you expect them to decrease 倡议如何在四个类别之间过渡？你期望它们如何减少？
(i) initiative transitions through the four categories? And how do you expect them to decrease/infour categories in the yy-axis. Use the sequence of the transition from the previous exercise on the X -axis) （i）倡议如何在四个类别之间过渡？你期望它们在 yy 轴的四个类别中如何减少？请使用上一练习中 X 轴的过渡顺序。
(i) What can you do in order to move forward with this initiative? 你可以做些什么来推动这个倡议？
Actions 行动
What should you do? 你应该怎么做？
Who should do it? 谁应该做这件事？
When should it be done? 应该什么时候完成？
What could be first step? 第一步可以是什么？
WRITE IDEAS FOR HOW TO MOVE FORWARD. MAKE IT AS CONCRETE AND ACTIONABLE AS POSSIBLE. SUPPORTING QUESTI ONS CAN BE FOUND IN THE CANVAS. 写下前进的想法。尽量具体和可操作。支持性问题可以在画布中找到。
IMPLEMENT YOUR PORTFOLIO OF STRATEGY INITIATIVES 实施您的战略计划组合
01 MAP 01 地图
MAP YOUR CURRENT STRATEGY INITIATIVES 映射您当前的战略举措
This step is for identifying your current portfolio of strategy initiatives… Placing them in one or more of the four categories Discover, Experiment, Transform, and Excell, can create an overview and perspective of the landscape of initiatives as well as the status of the individual initiative. 此步骤旨在识别您当前的战略计划组合……将它们归入四个类别中的一个或多个：发现、实验、转型和卓越，可以创建对计划全景和个别计划状态的概述和视角。
02 ANALYZE 02 分析
IDENTIFY THE PERFORMANCE GAP OF YOUR STRATEGY INITIATIVES 识别您的战略举措的绩效差距
This step is for reflecting on how well you are currently doing in the four categories, and which specific practices you have in place. Having done this, it can be a basis for reflecting on how well you want to be in the future and which practices could support this state 这一步是反思你在四个类别中目前表现得如何，以及你已经采取了哪些具体做法。在完成这一过程后，它可以作为反思你未来希望达到的状态以及哪些做法可以支持这一状态的基础。
What are your currently doing? 你现在在做什么？
Which strategy initiatives do you currently have? 您目前有哪些战略举措？
//
How do they fit in the four categories according to their current status? 他们如何根据当前状态适应这四个类别？
//
Do you have many initiatives in one category or are they distributed evenly? 您在一个类别中有很多举措，还是它们均匀分布？
03 TAKE ACTION 03 采取行动
IMPLEMENT YOUR STRATEGY INITIATIVES 实施您的战略计划
This step is for identifying where a strategy initiative is now, and where it needs to go next, which significant uncertainties it has and how these change through its lifecycle. This supports identifying how to take action for moving the initiaitve forward in the right direction. 此步骤旨在识别战略倡议目前所处的位置，以及下一步需要前往的方向，识别其面临的重大不确定性以及这些不确定性在其生命周期中的变化。这有助于确定如何采取行动，以便将倡议朝着正确的方向推进。
How well are your practices today and in the future? 你今天和未来的实践情况如何？
Which practices do you currently have for working on the four categories? 您目前在四个类别上有哪些实践？
Are you masters in one, but lacking behind in others or do we have solid practices in place in all four? 你是在某一方面精通，但在其他方面落后，还是在所有四个方面都有扎实的实践？
//
How well do you want to do in the future? And which practices could support this? 你希望未来做得多好？哪些做法可以支持这一点？
How can you move forward 如何向前迈进
with an initiative?
How does this specific initiative transition between the four categories? And which criterias do you have for knowing when it is ready to move on? 这个具体的倡议如何在四个类别之间过渡？你有什么标准来判断何时可以继续推进？ 1//1 /
How significant are the uncertainties of market, technology and capabilities? 市场、技术和能力的不确定性有多重要？
11
What actions do you need to take in order to implement this strategy initiative? 您需要采取哪些行动来实施这一战略计划？
01 MAP I YOUR CURRENT STRATEGY INITIATIVES 01 地图 I 您当前的战略举措
(i) Collect your current strategy initiatives and place them in the four categories according to where they currently are. Is there a pattern of where your strategy initiatives mainly are located （i）收集您当前的战略举措，并根据它们目前所在的位置将其分为四个类别。您的战略举措主要集中在哪些地方，有没有模式？
TRANSFORM Collect your strategy initiatives that change and transform large parts of your organization 转型 收集您的战略举措，以改变和转变您组织的大部分部分
밀 ExCELU 米 ExCELU
Collect your strategy initiatives that drive operations excellence and continuous improvement. ∵:\because: EXPERIMENT 收集推动运营卓越和持续改进的战略举措。 ∵:\because: 实验
Collect your strategy initiatives that experiment and prototype, making your organization learn about critical technology, market and capability uncertainties 收集您的战略举措，进行实验和原型制作，使您的组织了解关键技术、市场和能力的不确定性
02 ANALYZE | THE PERFORMANCE GAP OF YOUR STRATEGY INITIATIVES 02 分析 | 您的战略举措的绩效差距
you move in the right direction. Repeat for the categories which you find relevant. 你朝着正确的方向前进。对你认为相关的类别重复此操作。
TRANSFORM 转变
How well do you scale your strategy initiatives to the entire organization today, and how well you we want to do it in the future? 您今天在多大程度上将战略举措扩展到整个组织，以及您希望未来在这方面做得多好？
Y
2. Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 2. 您需要哪些新的战略举措，或对现有举措进行哪些改变，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH 收集战略倡议的想法
COULD CLOSE THE GAP 可以缩小差距
EXCELL 优异
How well do your operational excellence strategy initiatives perform today, and how well do you want them to perform in the future? qquad\qquad 您目前的运营卓越战略举措表现如何，您希望它们在未来表现得如何？ qquad\qquad
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 您需要哪些新的战略举措，或对现有举措进行哪些更改，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH 收集战略倡议的想法
COULD CLOSE THE GAP 可以缩小差距
DISCOVER 发现
How well do you identify new strategy trends today, and how well do you want to do it in the future? 您今天在识别新战略趋势方面做得如何，未来您希望做到什么程度？
New market trends 新市场趋势
New technology trends 新技术趋势
New capabilities trends 新能力趋势
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 您需要哪些新的战略举措，或对现有举措进行哪些更改，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH COULD CLOSE THE GAPS 收集可以填补差距的战略倡议的想法
:::: EXPERIMENT 实验
How well do we learn from experiments today, and how well do we want to learn in the future? 我们今天从实验中学习得怎么样，未来我们希望学习得怎么样？
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap between today and the future? 您需要哪些新的战略举措，或对现有举措进行哪些更改，以缩小今天与未来之间的差距？
COLLECT IDEAS FOR STRATEGY INITIATIVES WHICH 收集战略倡议的想法
COULD CLOSE THE GAPS 可以弥补差距
03 TAKE ACTION | IMPLEMENT YOUR STRATEGY INITIATIVES 03 采取行动 | 实施您的战略举措
Choose a specific initiative to focus on. Draw the initiative’s expected transition through the four categories. Discuss which actions do you take in each area, and which key criterias you have in each of the categories (i) for moving to the next? 选择一个具体的倡议进行重点关注。绘制该倡议在四个类别中的预期过渡。讨论您在每个领域采取的行动，以及您在每个类别中（i）向下一个阶段推进的关键标准是什么？
How significant are the uncertainties of market, technology and internal capabilities as the initiative transitions through the four categories? And how do you expect them to decrease/in(i) crease as the initiative evolves? (Use the symbols to mark the degree of uncertainty for the four categories in the yy-axis. Use the sequence of the transition from the previous exercise on the X-axis) 市场、技术和内部能力的不确定性在倡议经历四个类别的转变时有多重要？您预计它们在倡议发展过程中会如何减少或增加？（使用符号标记 yy 轴上四个类别的不确定性程度。使用上一个练习中转变的顺序作为 X 轴）
Market 市场
A Technology 一种技术 ***\star Capabilitie ***\star 能力
Category 类别
(i) What can you in order to move forward with this initiative? 你可以做些什么来推动这个倡议？
Actions 行动
What should you do? 你应该怎么做？
Who should do it? 谁应该做这件事？
When should it be done? 应该什么时候完成？
A workbook for mastering people and uncertainty in implementing 掌握人际关系和不确定性实施的工作手册
Which new strategy initiatives, or changes to existing ones, or do you need to close the gap 哪些新的战略举措，或对现有举措的改变，您需要采取以缩小差距？
between today and the future? 今天与未来之间？
hidden under layers of assumptions. Their identification and reduction is a significant part of strategy work:
ter will help you do all three. Below you will find an overview of the three steps, and on the following page you will find a representation of the journey which you can print for the workshop.
you move in the right direction. Repeat for the categories which you find relevant.
