Monday, May 23, 2022


Charting a course to how you achieve the strategic goals with intermediate objectives over time is pivotal to success.

Organizations large or small are on the journey of business transformation for adapting to the changing dynamic of the business ecosystem. In the organizational setting, business strategy relates to the high level definition of an organization’s vision, objectives and the key initiatives that are required to pursue business objectives given a particular starting point. 

Make sure the executive team first understands what it needs to drive future business growth and improve cash flow, take a lead role in identifying, assessing, designing, coordinating, implementing, and revising opportunities for transforming their business seamlessly. The traditional strategy-execution is a set of linear steps, but a digital strategy-execution is an iterative continuum. Put the framework in place to review diverse parameters for strategic goals achievement, streamlining the logical process flows to accelerate the changes you want to see in a measurable way.

It starts with knowing shareholder value:
The purpose of business is to create customers and improve satisfaction of varying stakeholders. What they value, how they want their benefit and its quantum, what do they want to see grow, and how do they define risk. If there are no values "glue" to keep everyone motivated by the collective endeavor, then you're sunk. The more stakeholders can impact a change capable of unlocking collaborative performance, the better chance the change will achieve or exceed the target.

The journey of running a purposeful business and improving business maturity is more evolutionary than revolutionary. Business value lies in existing customers' satisfaction, attracting new customers, happy employees, trustful vendor relationships, lower risk, avoiding waste etc. high performance organizations build strong relationships with stakeholders by making the listening process simpler, involving a variety of shareholder for getting their feedback, fresh ideas in a well-organized effort all the time.

Adaptation of those shareholder values into corporate strategic goals
: From a business finance perspective, business value is that increases the equity or shared value of the company. The equity value of the company is the value of all of the dividend payments to the shareholders because that's what owning equity or shares provides you. After clarifying the multifaceted value of stakeholders, business management needs to build their corporate strategic goals for conveying the value. The most important thing to business management is that you can create a strategic plan of action that will be the foundation for growth and success.

The pitfall is that, often, objectives are mostly financial-related that produce unbalanced strategic goals; the business objectives are not aligned or mutually achievable; or sometimes strategy management teams develop very low-level objectives at the corporate level that are meant to be at operational level, but ignoring the strategic goals for the entire company at strategic level holistically. A goal is hard to articulate, as the exercise of goal setting is messy, a goal must comport a vision for a better state. What is the most relevant approach to getting strategic goals and business objectives aligned? Is it the value generation process based on the organizational strategic map or based on the organizational stakeholders? Start by identifying your goals in the organization, especially those affected by trends. You want to align functional goals with the strategic goals of the entire company and from there determine the individual unit goals to meet the strategic goals of your division, as well as mapping it to the daily works of employees for driving workforce performance.

Molding a strategy to deliver corporate objectives:
Strategies really are not meaningful unless they include an implementation plan, developed by the varying stakeholders and the executive team together, overseen by corporate boards. It is far easier to proactively structure and manage execution than to deal reactively with the ravages of execution dysfunction, molding a strategy to deliver tangible business results. Execution, or implementation if you will, is always more important than design in a VUCA world. The superior execution requires the leaders’ inquisitiveness to dig through the root cause, the shareholders’ feedback to figure out the true solution, rather than fixing the symptoms only.

From top down, to make a smooth strategy management, the right level of sponsorship will help to make scientific resource alignment, overcome organizational friction to achieve the expected results The capability enabled strategy has significantly high success rate. The foundation is the management process as it underpins the strategy implementation. The business management should precisely identify the elements of an activity or capability that must be improved upon. setting achievable goals and measurable objectives help them stay focused, to ensure the business transformation is on the right track to achieve ultimate business goals.

Don’t forget the very purpose of business is to create customers. Strategy-execution is an ongoing continuum with iterative steps. Charting a course to how you achieve the strategic goals with intermediate objectives over time is pivotal to success. Companies across industries need to weave all critical business factors such as processes, technologies, people, culture, etc, into differentiated business competencies to overcome the varying challenges for achieving high performance business results consistently.


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