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Our DNA

Strate's DNA Formula

Strate believes that all businesses have a ‘Genetic Code’ – a distinctive DNA that is the unique and optimum way in which they function within their micro business and macro social environments.

In order to extract its DNA, Strate embarked on an extensive process of interviewing both internal and external stakeholders and asking them to identify principles that added value to Strate’s business and which principles detracted value from the business.

Strate was able to identify 14 principles that add value that are its ‘have to haves’ and represented as the Top Line Principles, as well as 14 principles that detract value and are its ‘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.

Click here to read Strate's DNA Case Study and here to view a video on Strate’s Bluprints.

Strate’s DNA can be seen as follows:

Strate's 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

 

 

Strate's DNA Formula – Bottom Line Principles 

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

 

Abusing our Existing Market Position

  • 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