Organisational Goals & Strategic Themes: The
strategic planning process then looks to establish
where the organisation needs to optimally position
itself in the medium and longer term to satisfy the
sometimes conflicting requirements of stakeholders –
the time spans will vary from organisation to
organisation. A systematic approach to determining
where the organisation currently is in terms of areas
such as service offerings, systems and staffing
against its future optimal position allow strategic
themes, or programmes, of change to emerge.
strategic planning process then looks to establish
where the organisation needs to optimally position
itself in the medium and longer term to satisfy the
sometimes conflicting requirements of stakeholders –
the time spans will vary from organisation to
organisation. A systematic approach to determining
where the organisation currently is in terms of areas
such as service offerings, systems and staffing
against its future optimal position allow strategic
themes, or programmes, of change to emerge.
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| Strategic Alignment |
An organisation should be able to clearly articulate
the link between its Vision, the Personal Objectives
of its employees, and how it utilises Resources.
the link between its Vision, the Personal Objectives
of its employees, and how it utilises Resources.
Introduction
Strategic management is a dynamic process of aligning strategies,
performance and business results; it is all about people, leadership,
technology and processes. Effective combination of these elements will
help with strategic direction and successful service delivery. It is a
continuous activity of setting and maintaining the strategic direction of the
organisation and its business, and making decisions on a day-to-day
basis to deal with changing circumstances and the challenges of the
business environment.
performance and business results; it is all about people, leadership,
technology and processes. Effective combination of these elements will
help with strategic direction and successful service delivery. It is a
continuous activity of setting and maintaining the strategic direction of the
organisation and its business, and making decisions on a day-to-day
basis to deal with changing circumstances and the challenges of the
business environment.
Das Management Services SRL takes a pragmatic approach to
Strategic Planning balancing evaluation with execution. We believe that
for an organisation to succeed the “systems” which it adopts in delivering
its end products and services should clearly align with the organisation's
strategy.
Strategic Planning balancing evaluation with execution. We believe that
for an organisation to succeed the “systems” which it adopts in delivering
its end products and services should clearly align with the organisation's
strategy.
Vision & Environment: Best practice strategic
management first defines the guiding principles of
the organisation and then places them in the context
of the desires of stakeholders and the opportunities
and threats they present. The stakeholders may
include investors, employees, customers,
competitors, the supply chain, legislators, pressure
groups and the general public. Other factors may
impact on the organisation which do not have a
human hand - for instance distribution of natural
resources and climatic conditions.
management first defines the guiding principles of
the organisation and then places them in the context
of the desires of stakeholders and the opportunities
and threats they present. The stakeholders may
include investors, employees, customers,
competitors, the supply chain, legislators, pressure
groups and the general public. Other factors may
impact on the organisation which do not have a
human hand - for instance distribution of natural
resources and climatic conditions.
Implementation & Objectives: Whilst strategies are the action plans that define how the organisational goals will
be achieved tactics are the very specific, functional level activities that carry out the strategies. In a systematic
strategic planning process objectives emerge from the strategies and tactics at the business unit level which then
cascade down into team objectives and personal objectives. At each level an individual "mission statement" relates
to the specific activities to be undertaken whilst remaining congruent with the overall organisational mission
statement. At these levels objectives that are SMART:
be achieved tactics are the very specific, functional level activities that carry out the strategies. In a systematic
strategic planning process objectives emerge from the strategies and tactics at the business unit level which then
cascade down into team objectives and personal objectives. At each level an individual "mission statement" relates
to the specific activities to be undertaken whilst remaining congruent with the overall organisational mission
statement. At these levels objectives that are SMART:
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Specific:
Very unambiguous, explicit targets
Measurable:
Performance can be measured to compare with targets
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Attainable:
The capability is there to reach the targets
Relevant:
Relates specifically to stated goal
Time based:
Expressed or measured during a specific time period
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are established using financial and non-financial measures. Such a philosophy, known as a "Balanced Scorecard",
permits feedback on progress in a simple structured manner using visual "dashboard" reports.
permits feedback on progress in a simple structured manner using visual "dashboard" reports.
Team & Personal Objectives: The establishing of team and personal objectives that clearly align with strategies
and tactics allow teams to be appropriately structured with clear role descriptions. Objective role descriptions permit
the incorporation into a systematic planning and implementation process of competency based frameworks. These
frameworks provide a further basis for aligning recruitment, development and succession planning.
and tactics allow teams to be appropriately structured with clear role descriptions. Objective role descriptions permit
the incorporation into a systematic planning and implementation process of competency based frameworks. These
frameworks provide a further basis for aligning recruitment, development and succession planning.
Policies & Procedures: In a systematic process, documented policies provide guidance as to how the values of
the organisation are to be followed on a day to day basis. Similarly procedures document the activities that are
undertaken on regular basis minimising the risk of errors and waste and providing a tool for induction of new staff.
This allows concentration to be focussed on exceptions and decisions to be made that are in the best interest of
the business rather than individual’s perceptions. In a high performing organisation the individual’s self interest will
in any event align with the best interest of the organisation.
the organisation are to be followed on a day to day basis. Similarly procedures document the activities that are
undertaken on regular basis minimising the risk of errors and waste and providing a tool for induction of new staff.
This allows concentration to be focussed on exceptions and decisions to be made that are in the best interest of
the business rather than individual’s perceptions. In a high performing organisation the individual’s self interest will
in any event align with the best interest of the organisation.
Summary
Doing the Right Things (Prioritisation) - Is the management system tightly aligned to
the organisational strategy at all levels?
the organisational strategy at all levels?
In summary a systematic and aligned strategic management process is about:
Doing the Right Things Right (Improvement) - Is the organisation properly executing
the activities that have been identified to achieve the new strategy?
the activities that have been identified to achieve the new strategy?
Ensuring Long-Term Results (Control) - Does the organisation have the systems,
framework, and culture to sustain business results in the long term?
framework, and culture to sustain business results in the long term?
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Capabilities
Page Last Update 09.08.08 - All Rights Reserved Das Management Services SRL 2007 - Management Consultancy - Romania
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Establishing a clear strategy that can be successfully implemented is one of the core activities of an organisation’s
leaders. We believe it is critical for successful implementation that the Client takes active participation in developing
strategies at all stages of the planning process. Key to successful implementation is the alignment of personal and
team objectives, and the systems they utilise, with a common purpose.
leaders. We believe it is critical for successful implementation that the Client takes active participation in developing
strategies at all stages of the planning process. Key to successful implementation is the alignment of personal and
team objectives, and the systems they utilise, with a common purpose.
Das Management Services can assist organisations in a number of ways in establishing such a common purpose.
We can act as a catalyst during a review of the Strategic Plan. We
start by establishing a clear scope for the strategic planning process
identifying stages, timescales and the stakeholders who should be
involved. We facilitate the process itself through structured
workshops and interviews, encouraging lateral thinking and the
testing of assumptions. We provide an impartial objective viewpoint
and look to ensure that outputs are presented in a manner, such as
strategy maps, that can be readily communicated.
start by establishing a clear scope for the strategic planning process
identifying stages, timescales and the stakeholders who should be
involved. We facilitate the process itself through structured
workshops and interviews, encouraging lateral thinking and the
testing of assumptions. We provide an impartial objective viewpoint
and look to ensure that outputs are presented in a manner, such as
strategy maps, that can be readily communicated.
With a clear strategy in place we can assist Clients in establishing the
systems for cascading the strategy down throughout the organisation
or to understand why “blockages” are currently occurring. We can
provide guidance on establishing feedback of key performance
indicators and on improvements to working practices - drawing on the
approaches described on the Change Management and Business
Process Improvement web pages.
systems for cascading the strategy down throughout the organisation
or to understand why “blockages” are currently occurring. We can
provide guidance on establishing feedback of key performance
indicators and on improvements to working practices - drawing on the
approaches described on the Change Management and Business
Process Improvement web pages.
Strategy without tactics is
the slowest route to victory.
Tactics without strategy is
the noise before defeat.
Sun Tzŭ c. 490 BC, Chinese
military strategist
the slowest route to victory.
Tactics without strategy is
the noise before defeat.
Sun Tzŭ c. 490 BC, Chinese
military strategist