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The Strategy Deployment Worksheet is an alignment tool designed as an aid to functional planning It s a method of tracking key result areas and objectives against the overall business plan and strategies It serves as an excellent tool to eliminate gaps in the planning process Because the worksheet is best used as a link to the next level of planning, it is described in detail in 5 as a tool to help mobilize the workforce
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Almost every process can be viewed as a closed system in which there are three buckets: inputs, a process of action, and outputs that deliver a final product This idea lends itself well to creating a planning tool and mental model for any manager to use in either high-level or tactical planning In its most practical format, you gather information in each of the three buckets and then convert it into specific measurements for use in detailed phases
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The McKinsey 7 S Framework (Strategy, Shared Values, Structure, Systems, Style, Staffing, and Skills) was developed by Tom Peters and Robert Waterman to focus attention on the seven factors that must be carefully aligned so an organization can excel, produce products and services of high quality, satisfy its customers, fulfill its employees, and make a profit This model can create a strategy and business plan, identify priorities, and set direction for the future The process of applying the 7 S model may be divided into three distinct phases with the goal of using the information gathered for both planning and alignment purposes
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Phase 1: Setting the direction, business strategy, core capabilities, and shared values Phase 2: Organization Planning Establishing requirements for the future organization and identifying the gap between that and today s organization Phase 3: Strategic Human Resources Applying strategic human resource techniques to close the gaps
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The box below illustrates how to use this model in the three phases of this process
PHASE 1: SETTING DIRECTION, BUSINESS STRATEGY, AND SHARED VALUES
Phase 1 S Factor 1 S t r a t e gy and Core Capabilities (What is the direction and business strategy going forward, and what are the core capabilities ) Examples: Strategies I Manage profitable growth (10 15%) I Identify, create, and open new markets I Leverage current products and services Core Capabilities I Superior technology and products I Operational excellence I Engaged and talented workforce S Factor 2 S h a red Values (What are the values that will distinguish the organization in the marketplace ) Examples: I Focus on and dedication to the customer I Demonstrate ethical behavior I Embrace change Phase 2: H ow Will You Build the Future Organization S Factor 3 Structure (How should you be structured to deliver the results ) Examples: I Flat, focused decisions and team-based S Factor 4 Systems (What systems and processes will be required to deliver the results )
Execution Is the Key
Examples: I Communication and information systems S Factor 5 Style (What are the executive and management competencies required to deliver the results ) Examples: I Create vision and purpose I Mobilize people and resources I Critical thinking I Manage relationships Phase 3: Getting the People Right S Factor 6 Skills (What skill sets will be required to deliver the results ) Examples: I Self-reliant problem-solving I Critical thinking I Interpersonal savvy S Factor 7 Staffing (How do you ensure the talent is available to deliver the results ) I Succession planning and talent reviews and staffing strategy
Business Initiative Planning and Execution
Business Initiative Planning and Execution identifies opportunities and risks of initiatives critical to the success of the company Business initiatives can come from the strategic plan or business plan and are usually company-wide projects that cross functional lines The initiatives are assigned an executive sponsor and champion to ensure that the projects are supported during the execution stage Prior to launching these initiatives, a plan is prepared and approved by the executive leaders A typical business initiative plan includes:
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