Mind-mapping of Strategic Practice_Ketevan Khachiashvili by Ketevan Khachiashvili

Practice

KetiKhachiashvili — 2024-04-02 09:24:19 UTC

Strategic practices

KetiKhachiashvili — 2024-04-02 09:28:34 UTC

Strategy

KetiKhachiashvili — 2024-04-03 00:06:39 UTC

Strategic Planning

KetiKhachiashvili — 2024-04-03 21:38:13 UTC

Formulating the objectives and market analysis

Stakeholder Analysis

KetiKhachiashvili — 2024-04-03 21:40:06 UTC

Present in few business cases, highly necessary, commonly neglected

Scenario Planning

KetiKhachiashvili — 2024-04-03 23:42:13 UTC

Involves considering multiple possible futures and developing strategies to address each scenario

Western-centric Narratives, Power Dynamics, Discourses, Politics, Knowledge Production, Inclusivity and Exclusivity

KetiKhachiashvili — 2024-04-03 23:46:01 UTC

Some of the socio-economic agents/concepts that shape and determine strategic practices

Resource Allocation/Distribution

KetiKhachiashvili — 2024-04-03 23:57:28 UTC

A very revealing part of strategic practice that can say a lot about the organization/company/institution

Stakeholder Engagement and Communication

KetiKhachiashvili — 2024-04-04 17:57:26 UTC

Building Relationships, Effective Communication (Often left out)

Uncertainty Management, Designing Alternative Futures, Identifying Early Warning Signals

KetiKhachiashvili — 2024-04-04 17:57:26 UTC

Managing inherent uncertainties, Developing multiple plausible scenarios, Building robust and sufficiently flexible strategies

Strategy Implementation; Performance Measurement; Evaluation and Feedback Loop

KetiKhachiashvili — 2024-04-04 17:57:27 UTC

Execution and Adaptation, Benchmarking, Continuous Improvement, Feedback sessions

Stakeholder Frame, Stakeholder Influence and Power Mapping

KetiKhachiashvili — 2024-04-04 18:00:05 UTC

Power dynamics and Potential Impacts, Agency

Strategic Prioritization, Resource Optimization, Risk Management

KetiKhachiashvili — 2024-04-04 18:00:34 UTC

Performance Monitoring and Adjustment

Limited Scope and Care for Specific Stakeholders

KetiKhachiashvili — 2024-04-04 18:33:54 UTC

Deliberate Gaps in Considering Stakeholder Interests, Perspectives and Influences

Overlooking or Underestimating Certain Uncertainties, Leading to Incomplete or Biased Scenarios

KetiKhachiashvili — 2024-04-04 18:42:28 UTC

The Questions of Assessment Criteria

Intended Ineffective Communication Styles, Unreachability, Absence of Transparency, No Room for Empathy

KetiKhachiashvili — 2024-04-04 19:07:31 UTC

Communication Breakdowns, Hostility, Social Irritability and Discontent, A Sense of Being Underrepresented

Misleading Interpretations of Warning Signals, Lack of Insights Into the Market and Operating Experience

KetiKhachiashvili — 2024-04-04 19:08:13 UTC

Distinguishing Between Noise and Meaningful Indicators can Be Problematic, Probable Missed Opportunities or Overreaction

Insensitive Attitudes Towards Non-Financial Stakeholders, Interest Tensions, Unequal Power Distribution

KetiKhachiashvili — 2024-04-04 19:08:20 UTC

Demoting, Ignoring and Repressing Less Powerful Stakeholders

The Orthodox Economic Thinking - Cost-Benefit Analysis (Not taking certain related groups or factors like environment into view, consideration)

KetiKhachiashvili — 2024-04-04 19:28:16 UTC

Minimizing costs at every cost, Maximizing Profits and Material Gains

Deeply Embodied Psychological Fears - Resistance to Change, to Rethink, Reconstruct and Rebuild Values

KetiKhachiashvili — 2024-04-04 19:46:51 UTC

Organizational Culture and Dynamics, Stabilizing the Need for Certainty and Allowing creativity is Arduous

Nonexistent regulations/Official Requirements for Negotiations and Discussions with Stakeholders

KetiKhachiashvili — 2024-04-04 20:01:07 UTC

Careful Negotiation and Compromise with Various Interest Agents has to be a part of Bureaucracy and in the Legal Demands for Companies of any kind

Being Forced to Discuss and Employ Heterodox Economic Models, Paradigm Shift from Profit-Orientation to Human and Environmental Awareness, Refining and Shaking Existing Norms and Ways of Envisioning Global Economy, Strategic Practice and Organizational Culture

KetiKhachiashvili — 2024-04-04 20:11:02 UTC

Developing a Holistic View that Sustains the Organizations/Companies to synthesize the complexities and multi-dimensionalities in the Social and Business World

Decreased Ability to Anticipate Future Trends, Reactive Rather Than Proactive Responses

KetiKhachiashvili — 2024-04-04 20:11:11 UTC

Decisions Based on Incomplete or Outdated Information, Causing Strategic Misalignment

Disregarding The Integration Of Strategic Elements Reduces Overall Strategic Effectiveness

KetiKhachiashvili — 2024-04-04 20:12:17 UTC

Vain Attempt to Meet Stakeholder Expectations and Deliver Value, Long-term Decline or even Organizational Demise in Few Cases, Where Informed, Critical and Sophisticated Consumer Choices Can Make a Difference in the Market

Inadequate Conflict Resolution Strategies - Exacerbating Tensions, Escalating Rivalry, Delayed Decision-Making

KetiKhachiashvili — 2024-04-04 20:12:34 UTC

Wasted Resources, Suboptimal Outcomes, Eroding Trust in Leadership

Raising the Chances of Being Vulnerable to Sudden Changes or Disruptions, Failing to Survive in a Dynamic Market Environment

KetiKhachiashvili — 2024-04-04 20:12:49 UTC

Organizational disorganization, Perceived Existential Threats, Volatility, Narrow Thinking Frame

Diminishing Support, Emerging Counterpart Movements, Hindering Strategy Implementation

KetiKhachiashvili — 2024-04-04 20:13:02 UTC

Damaging and Wounding Inter-relations and Undermining Organizational Effectiveness

Strategic Missteps, Market Shifts, Regulatory Changes, Reputational Damage

KetiKhachiashvili — 2024-04-04 20:38:00 UTC

The Disengagement and Exclusion of Stakeholders can have a Lasting, Slowly Harming Effects on the Organization/Company