It is essential for the entire company to be pulling in the right direction and reinforce an iterative planning-implementation continuum.
The degree of planning has a positive correlation with the degree of uncertainty and unpredictability. Strategic planning is not just about defining what is your goal, but it is the path to the achievement of the goals. To make smooth implementation, the strategic planning needs to get to the level of specifically achievable goals, enhance an iterative planning-implementation continuum.
Integral approach of planning-implementation: Organizations become more hyper-connected and interdependent nowadays, implementation of a strategic planning usually takes horizontal collaboration and vertical penetration across the organizational hierarchy. The most effective and efficient way to make sure both strategic planning and implementation stay aligned is to integrate the expectations of critical internal stakeholders into the design; integrate people, process, technology into core competency; to ensure the business as a whole is superior to the sum of pieces.
Innovation is usually a crucial component in business’s long term success, implementation is an integral practice for manifesting innovation as a strategy. It’s important to take an integrated system approach for implementation; and every step is essential in reaching a specific outcome. The purpose of integration is to enforce collaboration and unification in order to create business synergy and catalyze organizational growth continually.
Capacity-enabled implementation cycle: Implementation management is fundamentally an iterative cycle to design, build, scale, and optimize business competency to achieve the desired effect under specified performance standards. Capacity planning and modeling are critical activities that are required for implementing strategic planning and running a high performing organization in the long run. However, in reality, what’s often missing is the internal capacity to understand the strategy to the extent that the management and teams can participate actively in planning and honestly drive implementation.
Capacity planning allows for a transparent view from across the organization that should help level the playing field. It will not lower the workload, but give management a holistic picture of activities so a decision can be made on the ideal workload. Something possibly missing is the internal capacity to understand the strategic planning to the extent that the management teams can participate actively in strategy development and proactively drive implementation.
Iterative implementation continuum: In face of an unprecedented level of uncertainty and unpredictability, being flexible in implementing a plan, dynamism consists in being able to break away from being static, and becoming proactive in re-enforcing a planning-implementation- adjustment cycle. It is important to evolve the emergent properties or events to practice the dynamic implementation. The key is to engage the whole organization in brainstorming, collecting feedback, understanding the direction and strategic planning of the digital business.
The "right" strategy can't be completely defined by the planning space; nor being implemented via linear business logic only. Change is the new normal; implement strategic planning through iterative communication, empathetic delegation and collaborative innovation. The organization's ability to refine, redesign, realign, reprioritize strategies during implementation phase might cause average strategies to succeed or well-defined strategies to fail. Because the soft success factors such as leadership, culture, as well as external ecosystem factors all play crucial roles in building the momentum, increasing the tempo of business management.
In today's digital dynamic or unstable business circumstances, there's nothing to be done about an uncontrollable situation, accept vulnerability, but do your best to manage uncertainty. The evidence points to strategic planning emerging rather than being prescribed. To avoid planning fallacy, it’s important to practice information based predictive analysis. Timing is everything, the changing market conditions drive the need to ensure that strategic initiatives are aligned and realigned with operational tasks. For any company to succeed, it is essential for the entire company to be pulling in the right direction and reinforce an iterative planning-implementation continuum.
Integral approach of planning-implementation: Organizations become more hyper-connected and interdependent nowadays, implementation of a strategic planning usually takes horizontal collaboration and vertical penetration across the organizational hierarchy. The most effective and efficient way to make sure both strategic planning and implementation stay aligned is to integrate the expectations of critical internal stakeholders into the design; integrate people, process, technology into core competency; to ensure the business as a whole is superior to the sum of pieces.
Innovation is usually a crucial component in business’s long term success, implementation is an integral practice for manifesting innovation as a strategy. It’s important to take an integrated system approach for implementation; and every step is essential in reaching a specific outcome. The purpose of integration is to enforce collaboration and unification in order to create business synergy and catalyze organizational growth continually.
Capacity planning allows for a transparent view from across the organization that should help level the playing field. It will not lower the workload, but give management a holistic picture of activities so a decision can be made on the ideal workload. Something possibly missing is the internal capacity to understand the strategic planning to the extent that the management teams can participate actively in strategy development and proactively drive implementation.
The "right" strategy can't be completely defined by the planning space; nor being implemented via linear business logic only. Change is the new normal; implement strategic planning through iterative communication, empathetic delegation and collaborative innovation. The organization's ability to refine, redesign, realign, reprioritize strategies during implementation phase might cause average strategies to succeed or well-defined strategies to fail. Because the soft success factors such as leadership, culture, as well as external ecosystem factors all play crucial roles in building the momentum, increasing the tempo of business management.
In today's digital dynamic or unstable business circumstances, there's nothing to be done about an uncontrollable situation, accept vulnerability, but do your best to manage uncertainty. The evidence points to strategic planning emerging rather than being prescribed. To avoid planning fallacy, it’s important to practice information based predictive analysis. Timing is everything, the changing market conditions drive the need to ensure that strategic initiatives are aligned and realigned with operational tasks. For any company to succeed, it is essential for the entire company to be pulling in the right direction and reinforce an iterative planning-implementation continuum.
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