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In a dual organization, different categories of staff, with different statuses/culture/identities have to collaborate (eg: experts and administrative staff, or elected officials and employees).


Issue: Prerequisite to a mission of institutional strategy, or not?

Every organization claims and/or demonstrates to have a certain strategy. In the best case, it is explicit and actually corresponds to implemented actions. But it can also be implicit or discordant with the real facts, etc. To achieve progress in terms of its strategic coherence, an institution may wish to implement a formal design process for its institutional strategy for the next 5 to 10 years. Another possibility is that, as a first step, a strategic audit is seen as necessary: this lighter process consists in gaining an outside view to diagnose where the institution stands in terms of coherence between its strategic discourse and its reality.

A strategic audit is fairly easy to perform, so it does not imply any major time of financial investment on behalf of the institution. From available documents (or not, but in this case, the fact that they are unavailable or unknown is in itself important to unveil) and a few interviews of the key stakeholders, support can be provided to the leader in drawing up the state of the institutional strategy and its real level of appropriation.

This first stage is often very useful for a mission of institutional strategy, since many of the actors' expectations and, in some cases, a discrepancy between the leader's perception and the stakeholders' experience are revealed.

 

Thanks to its experts' personal expertise and all the consulting missions already achieved, Paxter can help an executive leader, a board of directors or an organization exercising a form of "guardianship" over another one carry out a strategic audit of an organization, especially academic or « dual » ones. As a matter of fact, these two show great convergences on these questions, and the methods/experiences to be used are easily transferable from one to the other.