I often use SOAR in the initial sequence of steps in working with clients. This helps ensure we carefully think through what outcomes we want to create, what supports and barriers we need to plan for, and who we have to involve within your organization to guarantee success. The starting point looks like this:
- Strengths: Internal to organization; What is our core
- Opportunities: External to organization; What might be
- Aspirations: Internal to organization; What should be
- Results : External to organization; What will be
The first steps of any Lean process is identify value and create a current state. When working on the demand side of the equation, why should we identify the process through Non-Value Activities defined as waste (Weaknesses and Threats) versus the Value Added activities of SOAR?
In the Video, I asked Bob Petruska (Sustain Lean Consulting) , a consultant from Charlotte, NC to talk about SOAR.
Recommended Book: The Thin Book of SOAR; Building Strengths-Based Strategy