ChrisB One - is strategy formulation part of strategy delivery? Should we even be trying to separate the two?
This question doesn’t really ‘compute’ for me. Rhetorically: How can you deliver something if you have not been able to express what it is your aiming at!
Worse "how can we deliver if we have not agreed what individually our level of commitment to the component parts AND path to value is!?
Your statement about “should we even be trying to separate” is to be met with “ they are intertwined, mutually interdependent in both time and purpose and therefore are inseparable.(IMHO)”
I’ll write somewhere else about the mechanics of mission vision values as I see them.
Two - what do you mean by ‘capital’?
I’ve defined what I mean at several times on this platform and very many times elsewhere.
Eg
simon governance of capital (Knowledge, Relationships, Assets (e.g. equipment and buildings, process and procedures, raw materials or relationships) and money is curated for the long-term benefit of stakeholders
Anything on the balance sheet with a tangible or not 🙂 , even ½ finished projects and training received. Certainly good will and relationships! 🙂
ChrisB Where is ‘purpose’ in this definition
Back to doesn’t compute!! 🙂
In my mental model we’re into the essentials of organisation here
An organisation is a collection of forms of capital.
Capital as a form is similar to energy In that it is neither created nor destroyed but only transformed (or recognised)
Capital has memetic properties that emulate genetic properties
Properties which ensure it’s survival or translation/ relocation/ transformation. The meme or memes around which capital pools circulate are the binding force know as purpose
