ABSTRACT
Managers frequently struggle with formulating a good strategy and direction for their organizations. Everything needs to be done and everything seems important. This is also referred to as priority proliferation. A good strategy and change vision is a start. A good start is half the job: no less, but also no more. An effective change process stands or falls by an organization's change competence. Connection ensures the cohesion and alignment between the other four determining factors of a good strategy, by steering using the goals and strategy for change, and by being in reciprocal contact as involved parties. The five factors: rationale, effect, focus, energy and connection, and their mutual interconnectivity can be shown through two lemniscates and a connecting circle, a magnification of the essential midpoint or the connection. A sixth factor, context, can be added to clarify that changes must always be seen from the perspective of the relevant context.
