Strate - Strate DNA

STRATES DNA FORMULA
Strate believes that all businesses have a ‘Genetic Code’ – a distinctive DNA which is the unique and optimum way in which they function within their micro business and macro social environments. In order to extract our DNA, Strate embarked on an extensive process of interviewing both internal and external stakeholders and asking them to identify principles which added value to our business and which principles detracted value from our business. Strate was able to identify 14 principles that add value, these are our ‘have to haves’ and are represented as the Top Line Principles and 14 principles which detract value, these are our ‘can’t afford to haves’ and form the Bottom Line Principles. These principles were then converted into iconographic forms through artwork and set into a weighted mathematical formula which is measured on a quarterly basis.

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Strate’s DNA can be seen as follows:

STRATES DNA FORMULA – TOP LINE PRINCIPLES
The following principles add value to Strate’s business in terms of its DNA:

Absolute Integrity
	Open, honest and trustworthy Present the entire picture What you think, do and say are the same thing Ethical
Accountability and responsibility
	Take ownership The buck stops here Be answerable for your actions
An achievable and clear strategy
	Alignment to the vision Clear and defined roadmap Pull in the same direction Detailed strategy of Strate documented and communicated to all
Comprehensive risk management
	Knowing what could go wrong and preventing it before it happens Proactive risk management Adherence to internal standards and procedures Take care of the detail
Caring for our staff and communities
	Being a caring, compassionate and empathetic company Looking after our staff, families and the broader community
Customer service focused
	Know your stakeholder Polite, professional and unbiased Treat customers as you would like to be treated Service Excellence Service with a smile
Ensure regulatory compliance
	Consistency and fairness Doing the right thing, in the right way, at the right time Creating an atmosphere of compliance Enforcing the rules “With power comes responsibility”
Financially sound
	Ensure all projects are viable Financial growth through responsible planning Off-set owner and client costs through diverse income streams
Global best practices
	Benchmark against the best Have an international presence Keep up with technology and trends Using the experiences of others to learn from - not re-inventing the wheel
Passion and commitment
	Being true to yourself and your company Enthusiastic and driven people Going the extra mile Pride
Strong operational capabilities
	Clear systems and procedures Clearly defined and well managed change processes and procedures Operational excellence through attention to detail Robust IT system
Supportive board of directors – Strate’s interests

	Knowledgeable and informed to make supportive decisions Provide strategic direction in the best interests of Strate Compassionate — It is not just about the bottom line Contribute to conflict resolution and building bridges
Teamwork
	TEAM-Together Each Achieves More Big wheels move, small wheels turn - in the same direction Support and help everyone - even when it is not your job Board and management team working as one
Trusted third party
	Independent in the market Worthy of being relied on Confident to meet customer’s expectation

STRATES DNA FORMULA – BOTTOM LINE PRINCIPLES

The following principles detract value to Strate’s business in terms of its DNA: BOTTOM LINE PRINCIPLES

Abusing our monopoly status
	Arrogant Compete on an unfair basis Dictating to the market Abusing our power
Blurring supervisory and operational functions
	Not having a clear understanding of self regulatory roles Unfair market play Lack of Chinese walls between Supervision Division and Strate Lack of understanding by all stakeholders
Bureaucracy / red tape
	Sinking in administrative quicksand Unnecessary waste of valuable and often limited time Unnecessary processes and procedures
Communication breakdown
	Expect people to be mind readers Inability for staff at all levels to raise concerns, ideas etc Withholding information Assuming all know and understand
Complacency / lack of urgency
	Procrastination - Why do today what you can put off until tomorrow Slow to move Unchallenged
Failure to deliver
	Pointing fingers and blaming Broken promises Failing to meet deadlines Poor quality
Fire fighting / reactive approach to business
	Lack of predictive thinking Lack of proactive problem solving Too busy fixing problems to do any planning “You can’t drain the swamp when you are up to your neck in crocodiles” Knee jerk reactions
Inadequate or lack of resources
	Unsupportive and inadequate IT infrastructure Lack of financial independence Lacking the ‘tools’ to do the job
Inadequate skills and knowledge
	Shortage of qualified and skilled staff Insufficient knowledge transfer “An empty brain is cheaper but not productive”
Negative attitudes and mindsets
	Demotivated staff Glass if half empty Letting others affect our energy negatively Only seeing problems
Politics and power plays
	Backstabbing and gossiping Conflict with shareholders / customers Playing games Autocratic behaviour
Poor planning and project management
	Not thinking out of the box to solve problems Unrealistic deadlines Not being consultative and participative in the market or with each other Leaping before you think Failing to think through all the issues
Preferential treatment / inconsistencies / favouritism
	“Says it all” Teacher’s pet Some are more equal than others
Silo Syndrome
	Blinkers on Not sharing with each other or other divisions Them and us Fragmented