| As a leader who is part of a leadership team, part of | | | | success. Much fewer are able to achieve long term |
| your role is to create, get buy in and deliver a long | | | | sustained success. |
| term business strategy. So what factors do you | | | | Factor 3: The customers, clients you serve or need |
| need to consider in developing your business | | | | you meet |
| strategy? | | | | Every business had a clear purpose when it was first |
| Factor 1: The current state of play | | | | established. The purpose was probably crystal clear |
| Right now where are you as a business? How are | | | | at the start. As businesses grow and develop it is |
| you rated?o In the marketplaceo Compared to | | | | easy to lose sight of the core purpose. Make the |
| otherso In the eyes of the mediao In the eyes of | | | | time to revisit this when working on your strategy. |
| customer or service users | | | | Factor 4: What it will take |
| Factor 2: The end game | | | | Having a long term vision that you want to deliver is |
| In the perfect worlds, where would you like your | | | | all well and good. The question you need to be asking |
| organisation to be 10 years from now? What will you | | | | in addition is what will it take to deliver the strategy? |
| want to be known for? In other words what's the | | | | It might be knowledge, skills, expertise, specific |
| end game for the organisation in the longer term? | | | | attributes or qualities to name just a few. Be clear on |
| Many organisations are able to create short term | | | | what it will take to deliver the strategy. |