Visual Strategizing : The Systematic Use of Visualization in the Strategic Planning Process
Journal
Long Range Planning LRP
ISSN
0024-6301
ISSN-Digital
1873-1872
Type
journal article
Date Issued
2009-02-01
Author(s)
Abstract
This article highlights the benefits and risks of using real-time, interactive visual representations in the business strategy process. Considering all strategy-making stages - analysis, planning, development and implementation - the authors show how visualizations can yield cognitive, social and emotional benefits. The reader is led through five case studies in which the authors have been involved as facilitator/observers, illustrating different visualization genres and methods, including the Strategy chart, the Ruler Interface, the Connectance Network, the Synergy Map and the Balanced Scorecard tree. They underline the importance of matching the chosen visualization method carefully with the relevant strategy stage, and rehearse the challenges involved in a variety of practises. They show how visualizations can help to reduce groupthink, avoid information overload, surface multiple views and span different phases of the strategy process. They recommend that visualizations are leveraged by being continually refined and revised, and by the use of multiple techniques where appropriate. The key lesson is that visualization is more than an attractive way of communicating and monitoring strategic planning outcomes, but can be a powerful process enabler in making strategizing a joint managerial practice - but success depends, above all, of skilled and experienced facilitation.
Language
English
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Elsevier
Publisher place
Oxford
Volume
42
Number
1
Start page
42
End page
74
Pages
33
Subject(s)
Division(s)
Eprints ID
54843