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Second, different combinations of strategic alternatives can improve the robust-
ness of the overall bundle. Here we define robustness as the ability of
bundles of
strategicalternatives
to perform reasonably well under different future conditions.
For example, combinations of alternatives can provide insurance against extreme
changes or shocks to the system, such as major shifts in the common drivers.
Seeking a robust bundle is a different approach than that of identifying a so-called
“optimal” bundle, which may only perform optimally under a constrained set of
conditions.
2.2.3.5.3 CLIOS Stage 3: Implementation and Adaptation
Many systems analyses approaches come to an end at Step 9 with a list of recom-
mendations but with little guidance as to what obstacles might arise in the imple-
mentation of the recommended actions, or how the political realities will affect the
actual deployment. Steps 10 and 11 (shown as parallel steps) are meant to address
this common shortcoming. Step 10 focuses on how to implement those that are
related to the physical domain, while Step 11 focuses on how to implement those
on the institutional sphere. Akin to project management, but at a higher level, the
implementation plans developed in Steps 10 and 11 would often include deploy-
ment budget/financial requirements, actor champion, and contingency planning
in case some strategic alternatives fail or are not implemented on time. While we
separate the two steps to emphasize the need to consider both areas, ideally, the two
steps will create a common implementation plan where the strategic alternatives for
the physical domain and those for the institutional sphere are mutually supportive
(Mostashari and Sussman, 2009).
2.2.3.5.3.1 CLIOS Step 10: Design and Implement Plan for Physical
Domain/Subsystems —
As mentioned, this part of the plan for implementa-
tion concentrates on the physical and policy-driven types of strategic alternatives
in the physical domain. In developing the plan, it is important to consider how
each strategic alternative its with the others. Are they independent, or are some
prerequired for the success of the others? Are there enough resources to proceed
with all strategic alternatives, or do additional fund-raising mechanisms need
to be considered? Is the projected time horizon for achieving the CLIOS sys-
tem goals reasonable, based on the ability to implement each alternative? How
is implementation affected by failures in meeting the targets of specific strategic
alternatives?
An additional consideration when we create a plan is focusing on all of the
performance measures and the trade-offs among them. Neglecting certain perfor-
mance measures, especially those that are highly valued by certain actors on the
institutional sphere, can make the bundle deployment vulnerable to strong resis-
tance from groups that feel that their interests are threatened (Mostashari, 2005).
