Five Success Factors for a Strategic Initiative

As a coach and seminar leader, I’ve found that case examples are powerful.  Even though it is “older,” people still enjoy the story of the launch of the Dodge Viper muscle car in the early 1990s. The VIPER model – illustrated in the graphic – tumbled out in a discussion one day, and has been a wonderful tool for providing an integrated view of a strategic initiative.

Vision – The team had a clear understanding of the physical, functional, and emotive feel of their end result.

Innovation – The problem solving approach involved several changes to the team culture of the organization, and the use of outside suppliers.

Program Management – The team had discipline and focused on important program management ideas: stakeholder expectations management, value proposition, benefits delivery, coordinated schedules, and financial management

Empowerment – One simple but powerful idea was the use of “the viper bell.”  When any team member discovered an issue that needed attention, they would ring the bell located in their work space (they were co-located) and the team would converge on the issue and resolve it.  The team was moving so fast, that they could not afford extensive time in meetings and analysis paralysis.

Resources – The team had high quality staff, money, and leadership.  Clearly, this was a strategic initiative and recognized as an important investment in the future of the company.

How have you seen these principles in your strategic projects?  Which principle is most important?

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