In mapping the strategic issues and exploring and analysing the major linkages, the team is able to create a ‘radar’ of everything that occupies its time and resource. It can be hard work. One management team surfaced 170 issues, across 15 category clusters, and after the initial feeling of catharsis and relief at ‘getting it all out there’, felt quite daunted. However, through exploring the central and most ‘potent’ concepts they were able to focus on the dozen or so major issues, freeing them up from a lot of the minor and non-issues that tends to distract them from their major tasks.
Allan Ross, Managing Director of First Independent Finance, said of MSE “Our complex world has been simplified and we feel we are moving forward at a faster pace than the competition.” http://www.eriskay-associates.co.uk/caseStudies.html
Subsequent stages facilitate the management team in the development of a system of goals and an exploration of the ‘competencies, assets and resources’ that are unique to the business, either individually or in combination. Ultimately, the business model is formulated through identifying the precise relationships between the two groups of concepts which, in the right combination, lead to a sustainable competitive advantage. Put simply, it’s about achieving what you want with what you’ve got (or need to get!). In going through the process of MSE and creating a robust business model, entrepreneurs achieve the confidence and clarity to fulfil their goals and ambitions.
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