Making Strategy Everyone's Job

© 2004 Patsi Krakoff, Psy. D., CBC

After years of reengineering, downsizing and optimizing operational efficiencies, companies are now focusing on new ways to generate distinctive competitive advantages. Strategic planning is back, but with a difference: it is no longer the domain of the CEO and senior executives.

 

Smart organizations are changing the way strategy is handled. To keep the planning process close to the realities of markets, today's strategists say it should include key customers, end-users and suppliers. Such a key element is a revolutionary step in strategic planning but necessary to help produce what customers really want.

 

Robert S. Kaplan and David P. Norton, authors of The Strategy-Focused Organization, are the originators of the Balanced Scorecard, a system for measuring strategic performance. They emphasize the importance of making strategy "everyone's everyday job."

 

Today, strategy is the concern of everyone from the top down through middle managers, team leaders, and front-line employees. And it is even more so at the critical interface between customer and company, i.e. customer services, sales and marketing.

Important concepts covered in the full 2,000-word article:

Why Strategy Is so Important

How it Misses the Boat

Where Should We Put our Efforts (and Why)?

What Do We Bring to the Table?

Do our Capabilities Suit our Position?

How Strategy Is a Continuous Process

Failure to Execute

Measuring Strategy and Fallacies

The Balanced Scorecard

Resources on strategy

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