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Insights for a CIO/CTO: A Metamodel for Strategy Description; How Can Strategies Be Best Described?

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Hamish Sadler
Hamish Sadler
Hamish Sadler
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Abstract

This paper proposes a metamodel for strategy description. The original design of this metamodel is part of the author’s novel strategy development method but on its own, it can truly describe what a strong strategy should contain and what semantic relationships exist between the elements forming a strategy. The proposed metamodel could be also used as a mechanism of communicating strategies and driving transformational programs of change and initiates. With CIO/CTO offices responsible to develop IT/ICT/Digital strategies for their respective enterprises, this paper can be a good source to drive thought and rationale during the strategy development process. Keywords: Strategy Development, Metamodel, Strategy Elements, Strategy Description
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1 Abstract
This paper proposes a metamodel for strategy description. The original design of this
metamodel is part of the author’s novel strategy development method but on its own, it can
truly describe what a strong strategy should contain and what semantic relationships exist
between the elements forming a strategy. The proposed metamodel could be also used as a
mechanism of communicating strategies and driving transformational programs of change
and initiates. With CIO/CTO offices responsible to develop IT/ICT/Digital strategies for their
respective enterprises, this paper can be a good source to drive thought and rationale during
the strategy development process.
Keywords: Strategy Development, Metamodel, Strategy Elements, Strategy Description
2 Introduction
Let us begin with the definition of strategy. According to Chandler, a strategy is “the
determination of the basic long-term goals and objectives of an enterprise, and the adoption
of courses of action and the allocation of resources necessary for carrying out these goals” [1],
which is a plan-oriented definition for strategy. According to Mintzberg, a strategy is “a
pattern in a stream of decisions” [2] which is a pattern-based definition for the term.
According to McKeown, a strategy is a future-centred attempt to reach “desirable ends with
available means” [3], which is mostly a resource-centric definition for the term.
The author proposes a new definition for strategy as “an abstraction of a dynamic master
plan to realize a goal through interconnected decisions over time”, which is the foundation of
his proposed strategy development method (presented in a separate paper) and reflects the
dynamic and agile nature of strategy in today’s business, reflecting and re-emphasizing what
in the literature of strategy development and strategic management has been discussed as
“strategy dynamics”. In today’s rapidly changing environment, it has become evident that in
order to have a chance to success, organizations must make their strategies more “agile” [4].
Accordingly, the proposed metamodel can effectively describe the elements and constituents
of a strategy and their relationships and can drive agile strategy development processes
3 A Metamodel for Strategy Description
The author’s proposed metamodel for strategy description has been depicted in Figure 1 as a
class diagram in Unified Modelling Language (UML).
Insights for a CIO/CTO: A Metamodel
for Strategy Description; How Can
Strategies Be Best Described?
By Hamish Sadler
Part of the “ Insights for a CIO/CTO” Series
2
Strategy
-revisionDat e
-mission
-vision
Principle
-title
-rationale
Value
-title
-descript ion
Goal
-title
-descriptio n
Objective
-title
-descript ion
Transformation
-title
-descriptio n
Initiative
-title
-descript ion
CurrentStateDescriptor
-title
-descript ion
FutureStateDescriptor
-title
-descriptio n
1 1..*
Includes
1
1..*
Includes
1
1..*
Includes
1..*
1..*
Is Referred To In
1..*
1..*
Is Referred To In
1
1..*
Is Realized By
Organization
-title
11..*
owns
11..*
Includes
Measure
-title
-descript ion
1
1
Is Valued In
1
1
Is Planned To Be Valued In
-measureVal ue
-measureV alue
Resource
-title
-descript ion
CustomerExperience
-title
-descript ion
Capability
-title
-descript ion
1
1..*
Describes
1
1..*
Describes
1
1..*
Describes
-startDate
-endDate
-budget
Horizon
-title
-descript ion
-startDate
-endDate
0..*
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Is Measured By
1..*
Realizes
1..*
Realizes
1..*
Realizes
1
1..* Includes
Figure 1. A metamodel for strategy description as a UML class diagram
The following statements can provide a description for the metamodel itself:
An Organization can a set of Strategies.
A Strategy includes a set of Principles, Goals, Values and Horizons.
Each Goal is realized by a set of Objectives.
Each Objective is measured by some Measures.
Each Measure could be valued for present and future states.
Present and future states are described by Present State Descriptors and Future State
Descriptors respectively.
A Present State Descriptor is described by Capabilities, Resources and Customer
Experiences.
A Future State Descriptor is realized by Capabilities, Resources and Customer
Experiences
Each Transformation refers to a set of Current State and Future State Descriptors.
An Initiative includes a set of Transformations.
Horizons include a set of Initiatives.
3
The proposed metamodel has been designed with the view that the current “capabilities” of
an enterprise may be reflected by its “resources” [5]. Besides, “Customer Experience” has been
cited as the third wing of “describing” current and future states.
4 Usage
While strategies are normally considered to be the output of a strategic planning process
(like balanced scoreboards [6], Miles et al’s approach [7], strategy maps [8], and Blue Ocean
strategies [9]), one could still use the proposed metamodel to establish a rational thought
process on developing effective strategies without necessarily going through the entire
strategic planning processes. Logically, one can articulate the statements presented in the
previous chapter to form a strategy artefact and simply fill the contents through research,
analysis, design and consultation, which the author highly recommends be done with the right
engagement and involvement of all relevant stakeholders.
5 Conclusion
This paper proposes a metamodel for the description of strategies, their structure, elements
and the relationships between such elements and can be the basis for the formulation and
development of strategies. Besides, it can also help communicate strategies and link them to
strategic horizons and initiatives through a natural and structured rationale.
6 References
[1] A. D. Chandler, Strategy and structure: Chapters in the history of the industrial
enterprise. MIT press, 1990.
[2] H. Mintzberg, "Patterns in strategy formation," Management science, vol. 24, no. 9, pp.
934-948, 1978.
[3] M. Mckeown, The strategy book. Pearson Education, 2012.
[4] T. Leberecht. (2016). Make Your Strategy More Agile. Available:
https://hbr.org/2016/10/make-your-strategy-more-agile
[5] R. M. Grant, "The resource-based theory of competitive advantage: implications for
strategy formulation," in Knowledge and strategy: Elsevier, 1999, pp. 3-23.
[6] R. S. Kaplan and D. P. Norton, The balanced scorecard: translating strategy into action.
Harvard Business Press, 1996.
[7] R. E. Miles, C. C. Snow, A. D. Meyer, and H. J. Coleman, "Organizational strategy,
structure, and process," Academy of management review, vol. 3, no. 3, pp. 546-562, 1978.
[8] R. S. Kaplan and D. P. Norton, "Mastering the management system," Harvard business
review, vol. 86, no. 1, p. 62, 2008.
[9] K. W. Chan and R. Mauborgne, "Blue ocean strategy: from theory to practice,"
California management review, vol. 47, no. 3, pp. 105-121, 2005.
ResearchGate has not been able to resolve any citations for this publication.
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