A Minimum Viable Strategy aims to create a flexible, responsive strategy, designed to guide an organisation’s leadership, but not to overwhelm it with detail. By removing details such as capacity and budget from the strategy, organisations can de-couple these elements so that they can move at different paces.
A Minimum Viable Strategy is defined by the following principles:
Purpose & Values
The purpose of an organisation should be long-term, and never be fully reached, whilst the values provide boundaries for decision-making and ensure that the team share basic ways of working.
Common Measurable Goals
Using specific, time-bound, measurable short sprints to achieve bigger goals should be standard operating procedure. The strategy should also describe objectives, and a consistent way to report on progress, such as a scorecard.
Balance and Rebalance
The common measurable goals should be reviewed every quarter, and re-adjusted based on learning from the last period.
A Minimum Viable Strategy provides enough structure to guide the organisation, but not so much as to make structures, goals and ways of working too rigid. Flexibility at the team level and rigidity at the leadership level creates frictions and inefficiencies within an organisation.
What’s a Minimum Viable Strategy? by Dan Montgomery