Planning Strategy, Processes and Metrics
Getting a strategy implemented means aligning the people in the organization to the strategy (see the section “Leadership: Implementing Your Strategy”). It also means getting the mechanics right in the organization, so that they too are fully aligned with the strategy. No matter how knowledgeable, aligned and motivated people are, if they must continuously battle a poorly designed organization, they will never reach their full potential to implement the strategy effectively.
Strategy
The strategy has to be right, and the implications for its implementation need to be taken into account. What is important for senior managers is to keep their knowledge of what is going on in the market up-to-date.
However, strategy often fails when the corporate strategy is not properly translated into aligned functional and departmental strategies. The more managers understand strategy and strategic planning, the more they will be able to develop sound strategies, with aligned processes and measures, for their areas of business.
Processes
Whatever the chosen strategy, processes are critical to support people in their efforts to implement the strategy. The right processes speed up implementation and help people to deliver value to the customer and achieve advantage over competitors.
Different strategies require different processes. But it’s hard to get these processes right.
Metrics
Metrics and performance management go hand in hand with processes. Without measurement and key performance indicators, efforts tend to lose focus. Metrics also serve as the basis for rewards and decisions on promotion.
