Questions usually on these topics:

  • Risk averse / Risk seeking / Risk Tolerant / Risk neutral
  • Operational excellence
  • Omnichannel delivery and support
  • Scale / Incumbency / Resource advantages
  • Customer journey & touchpoints
  • Charging models Premium / Freemium
  • Lean / Agile / Resilient / Continuous
  • Business model v Operating model
  • Educating shareholders
  • Pestle for external analysis
  • Digital technology
  • Business Strategy
  • Opportunity cost
  • Parallel operating models
  • Measurements – Effectiveness & Efficiency
  • Customer & market relevence
  • Customer analytics
  • IT Strategy
  • Funding mix
  • Digital transformation
  • Pestle / Vuca / OODA / FFA for strategic risk
  • Digital business
  • Digital readiness assesment

Short tips:

The 4 Strategic Approaches – when to use each

Customer/Market – Cust = Remaining value relevant & Market = Remain tech relevant  

Operational excellence – Internal over 4 dimensions

Evolution – Agile on emerging tech

Social responsibility – Triple bottom line, purpose and employee fulfilment

Technology replacement modernization – Replace ageing tech
Sourcing strategy – Supplier relationships and contracts

Organisational agility – Adapt quickly

Organisational resilience –  Anticipate, prepare, respond
Continuous organizations – Uninterrupted delivery of products and services

Lean organisations – Eliminate of waste

Simple automation – Service request
Complex automation – Sequence related eg. onboarding
Intelligent automation – Analysis of shifting contexts

Customer journeys – End to end customer journey

Omnichannel delivery – Across multiple channels on/offline
Customer analytics – Data driving strategic decision making
Customer 360 – Obtain data from multiple sources

Customer feedback – Real-time feedback to remain customer relevant

Pricing models 

Free – Supported by other forms of revenue

Freemium – Basic is free

Tiered – Pro-level bundling/Not freemium

Dynamic/Variable – Varying prices

Vision – Define as group

Strategy – How to achieve purpose

Business models – Visualisation of customers & Value

Operating models – working of current activities & value streams

Digital Org – Org enabled by dig tech

Digital business – Activities using dig tech

Digital strategy – Using dig tech to achieve vision
Digital transformation – Significant improvement from using dig tech

Digital technology – Tech that digitizes (Scanner)

Information technology – make info available (smart app)

Operational technology – detecting monitoring (smart heaters) 

Communication technology – highly accessible to users (wireless tech)

Business Case – Why of balanced strategic costs/benefits

Portfolio – Totality of investment to achieve strategic objectives

Parallel Operating Models

Cannibalism – Rapidly destruction & replacement

Erosion – Funds & eventually replaces

Concurrence – Co-exist independently

Synergism – Complementary sales channels

Disruptor or Distruption

Disruption factors – Fundamental shift in org operation

Ecosystem – Across multiple industries & markets

Industry/Market – Specific industry/market

Organisation – Disrupt itself

Leading metrics – Easy to influence

Lagging metrics – Impossible to influence

PESTLE analysis – Analyse external (Pol, Econ, Soc, Tech, Leg, Env)

SWOT – Analyse internal and external 

4 Dimensions – Analyse internal

Capability maturity – Analyse internal capabilties

Digital readiness assessment – Analyse internal capabilities and practices

Service Offerings – Access to goods, resources & capaibilites

Strategic risk – Risks affecting strategic objectives

Education & Learning – All levels understand why and how, understand expectations  

Leading digital transformation – Servant leadership, delegate and include in decision making

Digital mindset – Innovation/Adoption

Discontinuous innovation – Do something that completely replaces what came before

Managed Chaos/ Distributed Experimentation – Most successful in volatile environments

Incentive to innovate – Stakeholders are MOTIV8 to INOV8

Risk Appetite – embrace negative risk

Risk Posture – Overall approach

Risk Capacity – Total amount org tolerate

Risk Averse – overestimate negative risks/ underestimate positive 

Risk seeking – underrestimate negative risks/ overestimate positive

Risk tolerant – Uninvolved

Risk neutral – long term approach