A Model is the Theory Behind a Strategy
An institution with an explicit strategy has better odds of success than one who does not. That organization develops its approach using iteration and incrementalism. A blueprint is a complex product with a defined structure built around the logic of its conclusions, which rest on the bedrock of its data and domain knowledge. Those elements allow a company to create a model, which is the theoretical scaffolding of a strategy.
That game plan has a defined process a business implements. Yet, that organization cannot put an approach into action, until it understands why that scheme works. A blueprint’s model provides a theory explaining why that program succeeds. A system’s process describes the steps an institution takes towards a goal. Yet, that company has no reason to believe those stages reach its target. To assure it meets objectives, it must develop a theory explaining why a particular collection of phases arranged in a specific way hit their mark. For example, an organization desires to use its draft capital intelligently. It builds a model describing a dynamic board that adjusts as its situation changes. That design provides a conception of success. That philosophy posits a team uses its resources smartly, if it makes selections based on positional value, the worth it places on a player, and the demand for that athlete. An institution can be confident its draft broad meets its goal, because it has a theory to back up its belief. A strategy needs a thesis to sketch out why it hits its target.
Yet, that foundational premise is not developed out of thin air by a company. That business must build its approach’s model on some sort of bedrock. That groundwork is an organization’s conclusions. Those judgements form the logical core of a game plan’s philosophy. For example, a blue print believes that a team can use its capital intelligently, if it creates a dynamic draft board. That list is constructed around a kernel consisting of an institution’s verdicts. Those rulings state than a squad can develop a pricing system that uses pick position as its currency. The lower the location is the higher bill is. Those costs are reflected in a unit’s menu. That inventory is ordered, according to the price a company is willing to pay for a player. That value changes as a draft unfolds. An organization believes it can build a dynamic board, because it has confidence in its conclusions. Those judgements form the bedrock on which an institution builds a strategy’s model.
That theory is not a one shot process. A thesis is rarely constructed, in a single step, by a company. That business creates the design behind its approach, using iterations. Those cycles make use of feedback. Each lap provides an organization with insight. That intuition might lead it to alter the philosophy behind its strategy. A model evolves with each lap. For example, a company might start with a pricing system built around ad hoc values. As it fleshes that theory out, it discovers a design that bases amounts on the percentage of a round they move a player up or down is more sensible. It adjusts its thesis accordingly. A business refines its philosophy, with each turn. A model is constructed by an organization, using iteration.
That institution must eventually finish its laps. Its cycles end, when a theory provides a clear enough sketch of a strategy, for it to build a process. That procedure cannot be built, if company does not know what it looks like or whether it will work. A business needs a picture to construct a mechanism. That element is provided to an institution by a model. For example, an organization has a theory that it can select players, using a dynamic draft board built around a pricing system. Yet, it might not know how to use that list, on selection day. The menu itself does not describe its usage. The thesis behind it must paint a picture of its implementation. That sketch does not draw specific steps or sequences, but it depicts a philosophy behind them. Once that conception emerges, an institution has a model that draws a portrait clear enough to construct a process.
That procedure is build around a thesis. That theory evolves over several iterations, and it is laid down on a bedrock of a company’s conclusions. Those judgements are the groundwork on which a business draws a picture of its strategy’s mechanism. That drawing explains why a process hits an organization’s target. A program cannot be built by an institution, until it has a belief that a procedure reaches its objective. That confidence is provided by a model. The way a company builds a mechanism from a design is described in future articles.
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This article originally appeared in the Strategy Construction Journal hosted by ExperTech Insights.
