| Business Performance and Information Excellence Practice
|
|
|
|
|
|
|
BiPM ENCYCLOPEDIA →
Performing Enterprises →
SECTION - Execution Management →
|
CHAPTER - Achieving Strategic Alignment
|
The key to execution is that all the constituents of your business are aligned to your strategy, and are working in the same direction along with the same priorities. The constituents include monies, shareholders, people, processes and external partners.
|
|
| |
Topics
|
|
|
The strategic alignment includes alignment around the financials, processes, people, external partners and shareholders. Strategic alignment does not mean that your constituents are focused only on your strategic priorities. It looks for a right balance between your key strategies and the business as usual 'keeping lights on' agenda.
|
| |
|
|
Financial alignment ensures that more resources are assigned to strategic priorities, while placing the business as usual agenda under the expense pressure. An organization needs to re-evaluate its on going expense lines and WIP initiatives, to ensure that money is well-invested.
|
| |
|
|
People alignment is achieved at various levels. This includes Jobs and Skills, Goal-sheets, Learning and Development and Rewards.
|
| |
|
|
Business process alignment is driven by the top priority processes identified during planning phase, SLAs and Measures, skill alignment and business process management capability.
|
| |
|
|
External partner (especsially those having strategic and/or eexclusive partnership with you) is an important link during your planning as well as execution phase. External partners are an asset and can provide you with many ideas and inputs.
|
| |
|
|
|
|
|
|
All Chapters in "Execution Management." Section
|
|
|
|
| |
| |
| Back |
