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The Impact of Learning
Strategic Conversation.

The impact on the participating organisations of learning Strategic Conversation were noted in two different ways.

1. Expected (formal) measurements were collected for Strategic Conversation, Strategic Planning, Strategic Behaviour, and Organisational Performance.
2. Unexpected changes were detected, defined, and assessed.  These scores were collected from 3 to 6 months after tghe program had completed.  It gave participants time to distance themselves from the propgram, time to ‘see how it settled down’, and an idea of where they were going with it.
• Participants were invited to observe, and compare notes and thoughts, on where changes were happening as a result of the program
• A way to score those changes was worked out
• Scores were taken that referred to Start point, End point, Projected in 24 months..

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The formal scores showed improvements as follows:
- Strategic Conversation: 42%
- Strategic Planning: 51%
- Strategic Behaviour; 62%
- Organisational Performance: 23%

Unexpected consequences were all ‘good’.  
A sample of the 13 listed ‘improvements’:
- Efficiency of meetings: 48%
- Effectiveness of meetings; 50%
- Clarity of purpose and goals: 43%
- Management professionalism: 70%
- management ‘change’ programs: 48%

All this - just from learning - and applying - Strategic Conversation.

There is now strong empirical research support that Strategic Conversation can be learned, skills developed, and that simply improving Strategic Conversation improves strategic planning, strategic behaviour, and outcomes for the organisation