TOC Strategy and Tactic Trees

First, understand the precise difference between strategy and tactics (link will open in new window).

Now, watch this short but knowledge-packed video with Alan Barnard on the use of TOC Strategy and Tactic Trees:
The tree is only as valid as our assumptions.

• First we make assumptions about why the change is necessary to achieve the top objective
• Second, we ask why the specific objective or strategy is possible, or why the tactic or the how-to is the best way of doing it.
• And lastly we make an assumption about why we claim that these changes in combination are sufficient to achieve the top objective.

S&T allows you to identify all the changes that are needed, and fill in the details of the assumptions.

The following questions are used to develop a S&T Tree:

1. Why is the Change needed? (Necessary Assumption)
2. What is the specific measurable objective of the change (Strategy)
3. Why do you claim the Strategy is possible and what must be considered when selecting from the alternative ways of achieving the Strategy (Parallel Assumptions linking Strategy with Tactic)
4. [widget id="ad-continue-management"]ad-continue-management[/widget]What is the specific Change(s) being proposed to process, policy or measurement (Tactic)
5. What advice/warning should be given to subordinates, which if ignored, will likely jeopardize the sufficiency of the steps they would take to implement this tactic? (Sufficiency Assumption)

More Professional Short-cuts

People find this page searching for:

Tagged as: alan barnard, change strategy, Management, management strategy, measurable objective, strategy, subordinates, systems thinking, tactics, theory of constraints, thinking process, toc, toc tactics