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How is that Strategic Roadmap Working For You?

January 4, 2017

It was meant to be a clear, realistic, growth and sustainability-driven path. 

 

Instead, you found out that missed considerations, later on pointed out by middle management, as well as undetected operational patterns tied to a tradition of holding on to unnecessary constraints, made the roadmap unrealistic, riddled with complexities, and drawn-out to the point of being out of touch with the evolving culture of your organization and the immediate needs of your customers. 

 

WHY?

 

Despite the myriad of methodologies for creating a strategic roadmap for organizations, few are truly comprehensive, vision and mission-driven, culturally-based, intelligently aligned between business & IT, and yielding a really actionable plan across all layers of management and operations. 

 

The reasons vary from a poor methodology, inexperienced implementers, colliding executive agendas, to the inability to determine which components are absolutely critical, which takes considerable experience.

 

LEXICON

 

Let’s be honest…..are you calling your ‘tactical’ plan ‘strategic’?  Many executives stumble with the definition and have been brought up learning and experiencing the outcomes of bad plans – most of them fractional, incomplete, and primarily tactical.

 

WHAT CAN YOU DO NOW?

 

If you are in the midst of implementing your less-than-perfect plan, there are some things that you can do to get to the finish line with less pain:

 

  • Communicate via comprehensive KPI and KRI maps – remove the discord from the executive dialogue and focus on what drops, what is affected, and what is upheld via heat maps that are truly based on indicators of performance and of risk

  • Understand value – come to a true agreement on why A versus B is important and merits more time and effort in execution.  Create exercises that quantify the immediate and long term value of an effort (by quarter), so that the measurement of success is realistically tied to the moment in which the value is obtained

  • Understand context – remember that organizational culture eats executive strategy for breakfast.  Create formulas that derive all the components affecting the value of an effort, insofar as it is measured within the context of a particular layer of service or productivity.

 

 

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