Enterprise Strategy & Performance Management
Strategy Management is a continuous process that organizations need to formalize and execute at all times. Strategy Management is concerned with analyzing and assessing the changing working environment and dynamically align the objectives and initiatives of the organization to match these changing conditions. The Balanced Scorecard (BSC) is becoming the de-facto standard in formulating and tracking the execution of the strategy. The BSC is a powerful, yet simple framework that can be used to capture the Customer strategic objectives, measures and initiatives; and to track the execution of its plans. BSC has gained wide acceptance in organization of various types worldwide and there exist many tools and approaches for implementing it.
Our service is characterized by its tight integration with Enterprise Architecture (business models) of the organization structure, processes, and IT systems. We have developed an extensive experience in helping organizations develop their strategic plans using the Balanced Scorecard Framework and integrated dynamic enterprise blueprinting.
Service Main Components
- Strategy Review
- Strategic Analysis using stakeholders’ requirements analysis, business components assessment, strategic issues formulation, and summarizing SWOT matrix with priorities.
- Strategy Formulation using strategic framework, strategic themes, Strategy Maps, KPIs, and Initiatives (Using BSC as the formulation Framework)
- Strategy Cascading
- Developing Strategy performance measures Catalogue and automation requirements
- Strategy Risk Management
- OSM Establishment with detailed design of Office management processes.
- Position, Team and Person BSC design, performance evaluation and performance-based incentive management
Knowledge transfer and training sessions on dynamically managing the strategy and using the system.
- Linking Strategy Analysis and Assessment results with business elements (Processes, organization, and systems)
- Use of workshops and customer teams to own and develop the strategy and achieve Knowledge Transfer.
- Use of strategy themes and perspective themes to discover and group objectives.
- Use strategy maps to describe how value is created
- Use cause and effect relationships between objectives to discover missing or unneeded objectives
- Use of visual models to communicate strategy and BSC elements
- Linking strategic analysis results to objectives to establish the traceability to business elements.
- Building KPI catalogues with customer teams with explicit accountability and assessment of KPI measurability and sources.
- Building Initiative transition plans and action items with clear links to objectives.
- Effective Strategy Communication with internal and external stakeholders using visual strategy maps.
- Continuous Strategic Learning
- √ Periodic management meetings to review strategy
- √ In-depth insight into causes and effects of strategy execution
- √ Drill-down to root cause process/accountable party
- √ Analyze objective and KPI cause and effect linkages
- Proactive Strategic Management
- √ Get early lead knowledge about strategy execution
- √ Take corrective strategic and budgetary actions
- √ Act proactively instead of reactively anticipating problems in achieving objectives as early as possible
Who should use it?
- Business Leadership
- Business Units Managers
- Strategy Departments
- Performance Monitoring Specialists