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In other words, the business strategy must be translated into a set of clear short-term operating objectives (activities and outcomes) in order to execute the strategy. Key issues, elements, and needs of strategy must be translated into objectives, action plans, and “scorecards” and this translation is an integral and vital part of the ...
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens around the strategic thinking or strategy making activity. [15] Strategic management is often described as involving two major processes: formulation and implementation of strategy.
Managerial Role in Strategy Making Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions. Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation ...
Although strategic control is a general management topic rather than a prescriptive tool, its reliance on feedback on organisational performance has resulted in a long association with performance management tools such as the balanced scorecard and its derivatives such as the Performance Prism, and with related strategy implementation / execution frameworks such as the ACME framework, [15] the ...
This resource also helps to ensure that the day-to-day running the business is not neglected as the demands of building a large scale strategy dialogue come into play. The make-up of this strategy support team (SST) generally includes 1 or more people from each of the operating groups, usually 2–3 downs from the senior person.
A goal is the primary objective of an action plan. Setting goals gives the possibility of your dreams and prospects being brought to life. It creates motivation and provides you with a certainty that the final outcome will be worthwhile, preventing any wasted time and effort.
This is the least effective of the four strategies. It is without direction or focus. Miles, Snow et al. (1978) have identified three reasons why organizations become reactors: Top management may not have clearly articulated the organization's strategy. Management does not fully shape the organization's structure and processes to fit a chosen ...