Are you asking questions that matter or are you asking the questions that really matter? Having the wrong answer to the right question is often better than having the right answer to the wrong question. Beyond providing a few examples of these transformative questions, this presentation shares a framework perspective on asking the questions that really matter. While not having all the answers, it should help lead you to asking better questions. This is an enhanced version of a talk given during the Strategic Planners Workout- a training conducted by the 95% Academy on behalf of the 4As.

1. Asking &
answering the
questions that
really matter

2. The questions that really matter
often lead to more questions
than answers.
Let’s ask
them anyway…

3. What
matters
vs. what
really
matters

4. Are we seeing the big picture?

5. What does
strategy
mean to
you

6. “The essence of strategy is
choosing to perform activities
differently than rivals do”
- Michael Porter

7. There is no shortage of
great strategy tools….

8. … but the tools are not the
strategy.

9. Destination Purpose
Where do we want to go?
The Direction Path
Basic How do we get there?
Elements of
Strategy Differentiation Position
What is unique about this?
Decision Priorities
What next? Programs
Plans

10. Strategic Perspective

11. Strategic The Strategic MindField
Perspective
Ultimately, you choose the Past NOW The Future
tools which will be best
for the challenge at hand.
Context
This is a simplified map
of the big picture to work
with those other tools.
ME
The Strategic Mindfield is
a gentle reminder &
Control
trigger for asking the
questions that really
matter.

12. We see the world not as it is
but as we are…

14. We are often trapped by the
tyranny of now
NOW
but urgent ≠ important…

15. The big picture includes the
dimension of time
Past NOW The Future
Appreciate and … to build a better
understand what bridge to where
got us here… you want to go

17. We are often too caught
ME up with ourselves
but we ≠ world…

18. Context Context really matters
It is easy to miss out on the larger forces
and circumstances that impact us…
The Universe
Politics, Economics, Society, Technology
Environment &Culture
ME Consumers & Markets
Direct & Indirect Competition/ Influencers
Your Client (as an organization & eco-system)
Your Client (as individuals)
Your Company (as an organization & eco-system)
Your Company (as individuals)
Your Team (as a group & individuals)
Control And it goes on…

19. Context Amplify the impact of what you
Control
Realizing how what you control impacts
outwards, you expand your influence…
Your Team (as a group & individuals)
Your Company (as individuals)
ME Your Company (as an organization & eco-system)
Your Client (as individuals)
Your Client (as an organization & eco-system)
Direct & Indirect Competition/ Influencers
Consumers & Markets
Environment &Culture
Politics, Economics, Society, Technology
Control And it goes on…

20. What are
some
questions
that really
matter

21. What
business Past NOW The Future
are we
really in?
in? Context
Looking at
issues in the ME
here & now…
Control

22. Starbucks is not actually
in the coffee business

23. Starbucks is in the
Third Space Business

24. Pathways is a foundation that
helps underprivileged
students transition into
university.
They thought they were in
the business of helping
people graduate…
graduate…

25. Pathways realized that
they are actually in the
business of creating the
next generation of
leaders.
If you want to help make a difference…
www.pathwaysphilippines.org

26. Who can
we learn
from? Past NOW The Future
Context
Finding a fresh
outsider’s
ME
perspective in
solving our own
problems Control

27. “F1 pit crews are masters of operational efficiency, performing dozens of
maintenance tasks in less than thirty seconds. A London hospital studied
their processes, to streamline its own ER procedures “
Source: FastCompany (2009)

28. What is
really Past NOW The Future
going on?
on?
Context
Discovering the
ME
variables that
really matter…
Control

29. The Broken Window Theory was
popularized as the basis for the end of
New York City’s crime wave…

30. Deeper analysis revealed that the real
driver was Roe vs. Wade. Less unwanted
babies= less future criminals.

31. What does
success Past NOW The Future
look like?
like?
Context
Understanding
where you are,
being clear about ME
where you want to
be and how to get Control
there…

32. Start with Why…

33. The Golden Circle
1. Why?
What belief do you have and that consumers
believe about themselves that will make them
choose you?
“ We believe that you are … and that …. ”
Why
2. How?
How can you make these possibilities real?
How “So we…”.
What 3. What?
What do you have to offer to fulfill this promise?
The Golden Circle is a communications 1. Our Products
model that is aligned with how we 2. Our Services
arrive at our choices at a subliminal 3. Our Experiences
and neurological level.

34. The What business are
Situation we really in?
These are some
other questions that
Where is our real
have proven to be value add?
questions that really
matter… Who do we serve ?
What is the real
issue to solve ?

35. thank you
http://tinyurl.com/QuestionsThatReallyMatter
Joseph.deLeon@draftfcb.com

36. How do we do
what we do?
do?

37. Strategy Concept Matrix
Source: Mainardi & Kleiner, “The Right To Win”, strategy+business (Winter 2010)

38. Business Strategy & Decision Map
Where are your clients on the map?
Each quadrant represents a basic school of thought in business
strategy: Position, Concentration, Execution and Adaptation.
Position:
Winners select favorable markets as defined by external forces
Concentration:
Winners make the most of current core strengths and businesses
Execution:
Winners gain advantage through operational excellence
Adaptation:
Winners develop and overall direction through experimentation &
rapid change