ethical and social considerations in strategy development

1. Ethical and Social Considerations in
Strategy Development

2. Ethical Consideration
• It means considering the morals or the principles of goodness,
the right and wrong of an action, prior to acting.
• Considering whether or not it is within the rules or standards
of right conduct or practice, especially the standards of a
profession.

3. Ethical considerations
• Informed consent
• Do no harm
• Confidentiality
• Secrecy
• Only assess relevant components.

4. Social Consideration
• Social considerations, by which is meant factors concerned
with the interests of individuals, groups, communities and
society as a whole, and which generally involve interventions
into inherent economic mechanisms.
• Social issues are about trends, situations and conflicts in
society. Often they do not have a single right or wrong answer.

5. • Incorporating ethical considerations means using
society’s standards of what constitutes right or wrong
behavior as the basis for your business’ plans and
policies.
• Ethics shape the decisions and actions of each individual
in a small business, from the owner on down.
• The owner’s behavior toward customers, employees, the
company’s investors, vendors and the community affect
the behavior of his employees, who look to him to set the
standard.
• Observing high ethical standards is sound business
strategy -- resulting in customer loyalty, higher employee
retention and a positive image in the industry and within
the community.

7. key ethical considerations in strategic planning
include:
• Stakeholder participation
• Organizational values
• Individual values
• Managing change

8. • When undertaking the process of strategy development This
often results in the process in which Board being given the
mandate of developing a plan and submitting it to the Board
for review and approval.
• Having said, that you can improve your chances of getting
the "appropriate strategy" by involving stakeholders.
• All of these help improve the chance that your organization's
strategy is developed with the information necessary to make
decisions.
• Stakeholder participation is the first acid test.
Stakeholder Participation

9. Organizational Values
• Organizational values are those key statements that help
guide the way an organization pursues its objectives and
delivers upon its mission.
• If your organization doesn't have a set of organizational
values you should at least determine them as a part of your
next strategy development session, if not before.
• If there are any issues or concerns regarding how your
strategy fits within those values then you need to reassess
your strategy.
• Your organizational strategy should be consistent and
support your organization's values.
• Organizational values are the second acid test.

11. Individual Values
• As senior managers within your organization and board members you
each carry a set of personal values.
• To be able to say that you support the strategic direction of the
organization it is important that you can also say that the strategy is
consistent with your personal values.
• Individual values are the third acid test.
• Values:
• individuality, responsibility, dedication, enjoyment/fun, loyalty,,
accountability, empowerment, quality, efficiency, dignity, security,
influence, learning, compassion, friendliness, discipline/order, optimism,
dependability, flexibility.

12. Change Management Strategy elements:
• Each impacts people and how they do their job. Each can suffer from slower
adoption and lower utilization.
• Each has risks associated with people not becoming engaged or resisting the
change.
• Fourth and final acid test.
1. Situational awareness - understand the change and who is impacted
2. Supporting structures - team and sponsor structures
3. Strategy analysis - risks, resistance and special tactics
• While each of the initiatives needs change management to be successful, the
right amount and approach for change management will be different.
• The change management strategy defines the approach needed to manage
change given the unique situation of the project or initiative.