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Drive strategy throughout the organisation;
Align organisational structure, culture, functions, processes and systems with strategy; and
Manage the politics and resistance of strategy implementation
Performance management plans, programs, projects
Key Performance Indicators (KPI)
Reward systems
Action plans must be resourced and communicated: if necessary programs and projects should be prioritised
Strategic initiatives must be clearly defined
Strategic initiatives must be supported by tactical action, with timed targets for completion
Support of staff must be obtained: resistance to change must be overcome
An organisation that knows immediately how customers view its new product can quickly address issues and modify the product to increase sell-through opportunities
Organisations need to manage the speed of the data collection
Systems and processes of activity, including the flow of info and physical resources through the organisation
Involve others in decision-making and issues that affect them,
Encouraging and empowering the team,
Providing recognition for effective performance,
Building team spirit and morale, and
Creating a common vision and purpose
What are the strongest skills represented within the company/team? Are there any skills gaps? What is the company/team known for doing well? Do the current employees/team members have the ability to do the job? How are skills monitored and assessed?
Strategic initiatives/projects are realistic and achievable
Initiatives are clearly defined, stand alone and not be components of other broader initiative
Initiatives are supported by time-phased and adequately resourced tactical actions
All initiatives are managed as a central program
Strategies are supported by governance and decision-making
Input received from staff