5 – More info: https://www.quinnassociation.com/en/business_compass
Awareness of driving forces and barriers may be important to the overall strategic work, as well as decisive for the choice of direction for the network, which again will lead to a new status assessment, and so forth. Regarding tools for developing an overarching strategy, there are a lot to choose among. In this booklet we present tools for the following important strategic areas:
The features presented above are the background for the toolbox described in this booklet. In chapter 2, we present tools for the four strategic areas, and in chapter 3, we put forward tools for each of the seven functions creating the dynamics in a network. To make it easy for the readers, each of the 11 tools are presented in a similar way, using this template:
Bear in mind that this toolbox is about network leadership and development. The tools we present in chapter 2 and 3 can also be use at company level, but we focus on network level. Moreover, we concentrate on the tools, and do not present different leadership styles etc. For those interested, we recommend the practical approaches of Adizes (2011) 4and Cameron & Quinn (2011) 5.
Before we move on to the actual tools, we would like to give some guidance to the readers:
For a busy small business leader, or network leader, or a consultant, it could be difficult to know where and how to start. Therefore, we underline that it is not necessary to start at page 1 and read everything until the last page. Rather, have a glance through the toolbox and stop to read where you find something that interests you. Read about this tool, try the exercises and use the examples to see if this tool can be useful for your network. Discover the connections to other tools, and then explore further.