Page 64 - HBR Leader's Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level
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54 HBR Leader’s Handbook

                 and other relevant players in the external environment. (You’ll
                 have to balance the risk of potential competitors being alerted to
                 your ideas through such external discussions with the benefit of
                 gaining valuable input.)
                     At PBS, Kerger coached Rotenberg that the strategy, though
                 ultimately aimed at children and parent viewers, would have to be
                 built by—and ultimately be embraced by—both the broader orga-
                 nization of PBS and the leaders of the network’s local stations.

               •  Scope, constraints, and potential implementation implications.
                 What arenas and unit of analysis must the strategy be situated
                 within? (That is, is the strategy for a particular business unit,
                 initiative, or a broader part of the enterprise?) Are there limits or
                 boundaries to what can be pursued from the outset? If the strategy
                 is accepted, what ripple effects will follow? What are the implica-
                 tions for other corporate units? Customers? Brand identity?
                 And so on.
                     At PBS, the new channel began as a service strategy within
                 the children’s educational unit, but as it evolved, it touched most
                 other parts of the organization. From the start, it was always seen
                 as supporting the broader vision of the network. At the same time,
                 Kerger imposed important constraints on the level of investment
                 that would be available for the new service.

               •  Participants, engagement, deliverables. What  kind  of  team
                 will work to create the strategy? How will its members work with
                 one another and the broader universe of stakeholders? Will there
                 be off-sites, virtual meetings, multiple strategic planning ses-
                 sions? How many, when, and so on? And what final form will the
                 strategy take?

               The creation of any strategy demands finding the right balance  be-
           tween involving key stakeholders and experts in the problem solving but
           also keeping the effort small enough to remain nimble and practical. The
           best projects, as the PBS team represented, are a hybrid: organized as a
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