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COMMUNICATION
The Office of
Strategy
Management
Article By: Robert S. Kaplan
&
David P. Norton
Published: October, 2005 Pr...
Introduction
Most companies have ambitious plans for growth. Few ever realize them!!
• Book: Profit from the Core
• Sample...
If employees who create value are unaware of strategy, they
surely can not help the organization implement it effectively!...
Traditional Approach to Strategic
Management
• 2nd Quarter End: Process
Starts; CEO & Executives
meet to clarify strategic...
Problems in Traditional Approach
• Activities performed in isolation of enterprise strategy
• 67% business units not align...
How to Remove Communication Gap.
Office of Strategy Management (OSM):
• Establish OSM: New unit at corporate level
• Tasks...
What Good OSM Do..??
• Create & Manage Scorecard
• Align the Organization
• Review Strategy
• Develop Strategy
• Communica...
Create & Manage Scorecard
• Users have achieved performance breakthroughs, using
Balanced Scorecard & associated tools.
Create & Manager Scorecard
Align the Organization
Review Strategy
Develop Strategy
Communicate Strategy
Manage Strategic Initiative
Integrate strategic priorities with
other support functions
Planning and
Budgeting
Human
Resource
Alignment
Knowledge
Mana...
OSM Approach to Strategic Management
• 2nd Quarter Beginning: OSM
starts to plan strategy and
update the enterprise scorec...
Benefits, Positioning & Staffing OSM
• Benefits
 Control and learning
 Reviewing and communicating strategy
 Managing i...
The End
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Communication : Office of strategy Management

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Role and Benefits of Strategic Management Function based on an article published in Harvard business review.

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Communication : Office of strategy Management

  1. 1. COMMUNICATION The Office of Strategy Management Article By: Robert S. Kaplan & David P. Norton Published: October, 2005 Presenter: Saif Ullah (FA15-ES-0017) MS – MAJU, Karachi
  2. 2. Introduction Most companies have ambitious plans for growth. Few ever realize them!! • Book: Profit from the Core • Sample: 1,854 global large corporations • Period: Year 1988 to 1998 • Findings:  90% org. had detailed strategic plans with much higher targets  88% failed to achieve profitable growth • Reason:  Disconnection between strategy formulation and strategy execution  95% of employees do not know or do not understand company’s strategy
  3. 3. If employees who create value are unaware of strategy, they surely can not help the organization implement it effectively! Communication Problem:
  4. 4. Traditional Approach to Strategic Management • 2nd Quarter End: Process Starts; CEO & Executives meet to clarify strategic vision and update strategy. Similar process followed by business & functional level • 3rd Quarter: Finance Comes in; finalizing corporate and unit budgets • 4th Quarter: HR conducts employees’ annual performance reviews
  5. 5. Problems in Traditional Approach • Activities performed in isolation of enterprise strategy • 67% business units not aligned with corporate strategy • 60% organizations’ financial budget not linked to strategic priorities • Compensation of 70% middle managers and 90%+ employees has not link with strategy implementation • Periodic management meetings, corporate communication, and knowledge management are similarly not focused on strategy execution.
  6. 6. How to Remove Communication Gap. Office of Strategy Management (OSM): • Establish OSM: New unit at corporate level • Tasks Performed by OSM: Communicating corporate strategy Translating enterprise-level plans into the plans of various units and departments Executing strategic initiatives to deliver on the grand plan Aligning employees’ competency development plans, and their personal goals and incentives, with strategic objectives. Ensuring that company’s strategy must be tested and adapted to stay abreast of the changing competition Facilitating & integrating processes for strategy execution
  7. 7. What Good OSM Do..?? • Create & Manage Scorecard • Align the Organization • Review Strategy • Develop Strategy • Communicate Strategy • Manage Strategic Initiative • Integrate strategic priorities with other support functions Planning and Budgeting Human Resource Alignment Knowledge Management
  8. 8. Create & Manage Scorecard • Users have achieved performance breakthroughs, using Balanced Scorecard & associated tools.
  9. 9. Create & Manager Scorecard
  10. 10. Align the Organization
  11. 11. Review Strategy
  12. 12. Develop Strategy
  13. 13. Communicate Strategy
  14. 14. Manage Strategic Initiative
  15. 15. Integrate strategic priorities with other support functions Planning and Budgeting Human Resource Alignment Knowledge Management S t r a t e g y
  16. 16. OSM Approach to Strategic Management • 2nd Quarter Beginning: OSM starts to plan strategy and update the enterprise scorecard & align organization with the enterprise goals. • 3rd Quarter End: OSM coordinate with finance to bring unit-level plans and budgets in line with strategy • 4th Quarter Beginning : OSM work with HR on aligning the competency development and incentives of employees with scorecard objectives
  17. 17. Benefits, Positioning & Staffing OSM • Benefits  Control and learning  Reviewing and communicating strategy  Managing initiatives, and sharing best practices • Positioning  Executing strategy involves making changes that only a CEO can empower  OSM will be most effective when it has direct access to the CEO • Staffing  Fully functioning OSM should not need more than six to eight full-time-equivalent positions to cope with its activities
  18. 18. The End

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