Organizations facilitate continual strategic renewal through learning, and, therein, create inherent abilities to respond to evolutionary change as well as lead revolutionary transformation in the business ecosystem effortlessly.
It’s important to gain contextual understanding of the interconnectivity of the business success factors underlying the surface and focus on building cohesive business capabilities to implement business goals effectively.
Initiating and managing a logical scenario to implement business goals, transforming from the current state to the future state with designated actions: Effective execution of strategic planning almost always requires some combination of assets, resources/people, measurement and monitoring systems so that organizations can deploy, manage, and attenuate, amplify against demand variety as needed. Keep clarifying the logical scenario for the goal implementation and reach the clearly defined “to be” state of the business.
The business management needs to clarify: Which products/services in which markets with what emphasis? Which capabilities need to be developed or acquired to make that happen? What capacity for marketing, sales, manufacturing, etc, should be built? Which processes need to be improved or transformed? What structure will move these products to the markets with these capacities and processes? What’re your downside risks and what’re your upside risks? Organizations need to become more goal-led, rather than process-driven, with the top-down/bottom-up approach based on the target goal planned systematically.
It is imperative to define the business’s value proposition, clarify the vision, and plan to improve success rate of business initiatives implementation effectively: With today’s business dynamic, the responsibility of the management is to make a seamless alignment of planning and implementation. The management needs to predict which consequences can be created through action steps of strategic implementation, and how to make proper adjustments and continuous adjustments. Lack of direction, silo, internal politics, current culture/blame, misaligned systems/processes, overly rigid hierarchy, mistrust, dysfunction, too much complication, etc, all of those create frictions and make the organization stagnate.
Goals are the ultimate targets that can be split into objectives. Objectives are a finer definition of a global statement. Some examples of business objectives include minimizing expenses, expanding globally, or making a profit. The business management should be refined to the point that it can adapt to changing business demands in a timely fashion; it can be adjusted to meet the business priority, and be effective with the little down curve, to improve the overall success rate of goal-driven business initiatives.
By considering different scenarios into implementation, you are most likely to be prepared for these changes in a structural way: Stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread. From top down, to make a smooth strategy management, consider different implementation scenarios. Identify both execution blind spots and capability gaps, as strategy guides and touches all aspects of the organization. The strategy implementation needs a group of elements/tools to assure it can be implemented.
Business management optimizes inter-relational processes to reduce business friction and deal with conflicts or disruptions that arise to improve the organizational agility and speed. Results are best when the implementation processes are robust in terms of initiation, planning, execution, monitoring & controlling. For most of the organizations, we still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. Thus, strategy implementation will never be simple, apply the best fit methodologies that simplify the processes and practices. The right level of sponsorship will help to get the resources needed for the execution, overcome organizational friction and achieve the expected results. Identify different scenarios for implementation. Each of these contexts requires a different management approach.
Organizations across the industrial sectors need to be transformed from process-focused to goal driven and people centric. They should facilitate continual strategic renewal through learning, and, therein, create inherent abilities to respond to evolutionary change as well as lead revolutionary transformation in the business ecosystem effortlessly.
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