Abstract
The Four Phase Model®, created by prof. dr. Teun W. Hardjono [1] in 1995, distinguishes four ideal type strategic orientations and shows that these strategies brighten and dim in a specific sequence, adding the most required competences to the organization, and creating a natural rhythm to corporate dynamics. By applying this theory one can understand the nature and whereabouts of the organization’s systemic constraints, revealing the basic features for creating a roadmap towards sustainable performance improvement and competence development. The model generates the top priorities, selects the most adequate (ideal type) interventions and key performance indicators. Combining strategic “situations” as indicated by the Four Phase Model and phase-wise “contexts” as introduced by Spiral Dynamics [2], provides a conceptual synergy with four innovative outcomes: Firstly, aligned with specific contexts, the strategic interventions and KPI’s can be made more specific and practical, thus creating a roadmap for performance improvement and organizational development. Secondly, it structures change management into four distinctive hierarchical complexity levels: 1) enhancing fundamental skills, structures and procedures (vitalizing); 2) improving contemporary levels, aligned with the dominant value system (optimizing); 3) new re-orientations while continuing within current systems (shifting) and 4) a transformation to a more complex context or emerging value system (transforming). Thirdly, powered with the combined understanding of above concepts, one can deduct the specific context and situation for each intervention, instrument or approach to be applied effectively. Fourthly, the combination provided the bases for the so-called Strategy Scan and Strategic Sustainability Scan.
Highlights
The rising public expectations, the increasing social and environmental problems both locally and globally and the continuous strive for quality improvements and innovations are challenging corporations to choose new ambitions and aspire for higher performance levels with respect to corporate sustainability
Effectiveness primarily boosts the commercial abilities; Efficiency focuses mainly on increasing the material assets; a strategy aimed at Flexibility has its most impact on the socialization competence and Creativity improves the intellectual capacity and the company’s adaptedness to changes in the environment
Ideal type interventions can be plotted in the basic graph of the Four Phase Model: four assets, four quadrants and two dichotomies makes 32 interventions
Summary
The rising public expectations, the increasing social and environmental problems both locally and globally and the continuous strive for quality improvements and innovations are challenging corporations to choose new ambitions and aspire for higher performance levels with respect to corporate sustainability. This paper can support companies formulating strategies towards implementing corporate sustainability and responsibility by introducing the factors that influence the most adequate strategic orientation and the factors that indicate the developmental level at which companies need to act. Combining these outcomes will result in a sequence of strategic steps, which are placed in a context aligning the organization’ value systems and institutional structures. Paragraph five elaborates on the consequences with regard to corporate dynamics and the final chapter introduces an online strategy scan which is able to support a strategic dialogue
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