1 Moore’s Strategic Value: The Strategic Triangle
Moore’s Strategic Value: The Strategic Triangle
Here is an organisational value model that highlights the three elements of value: the degree of legitimacy and support that the project or concept can garner, the organisational capabilities, and the value delivered, or potentially delivered.
We often speak of the authorising environment when we think of legitimacy and support. These are can senior leaders, the CEO, the Director General, Voters, Shareholders, Employees – it all depends on the context. You need to be open and thoughtful about how to use the Triangle.
Here, I want to give you some insights about how to use the strategic triangle – as we tend to call it – in your work. And be sure to be prepared to share your thoughts about ‘value’ and how you identify and evaluate it in your workplace.
Here are the three constructs that constitute the overall concept we call ‘Moore’s Strategic Triangle’.
Legitimacy and support: the authorising environment.
Operational capabilities: the assets, people, competencies, and ‘knowhow’ to get things done.
Public value: the benefits, outcomes, utility and other useful outcomes of the initiative; overall, what value to whom.
As a practical issue, how does this ‘triangle’ help you, and how can you use it in your work?
Action
Here are a few ‘tips’ and ‘tricks’ that may be helpful for you. And of course, you, your sponsor and also GSB Facilitator will have other ideas and approaches to the usefulness of considering Moore’s Strategic Triangle.
- Legitimacy and support: the authorising environment. What are the systems and processes around you that allow and support you to be able to move on with your project? Who and what are the components? Where will you be most likely to get support and legitimacy? How transparent are the overall systems and processes? What are the timeframes? What are the potential challenges you have heard from others? You can also think of legitimacy in terms of societal acceptance: the concept of an authorising environment can and should be viewed in the bigger picture. It is more than simply who directly holds the decision power and control of resources.
- Operational capabilities and know-how. How much do you know about these and how will you go about demonstrating that you will have access to what you and/or the project need to demonstrate success? How will you go about getting access to the resources that you need? What will you do about those that you need but are not readily available to you now? Who will support you in your quest to have access to these resources? What do you bring to the project?
- Public value. How will you measure, demonstrate and communicate value? To whom is the value, valuable? What is the timeframe of the potential value: immediately realised, longer-term, moderating over time? What is the likely effort necessary to deliver on the public value? What is likely to happen if the potential value is not released within your proposed time frame?