{"id":1131,"date":"2019-05-25T13:22:26","date_gmt":"2019-05-25T03:22:26","guid":{"rendered":"http:\/\/www.assetperformancesolutions.com.au\/?p=604"},"modified":"2021-09-13T06:55:11","modified_gmt":"2021-09-13T06:55:11","slug":"how-do-we-achieve-the-strategic-plan","status":"publish","type":"post","link":"https:\/\/assetperformancesolutions.com.au\/tempstage\/how-do-we-achieve-the-strategic-plan\/","title":{"rendered":"How do we Achieve the Strategic Plan?"},"content":{"rendered":"\n

How to make strategy a living, breathing part of the organisation<\/strong><\/p>\n\n\n\n

An annual review of corporate performance requires valuable time and money. And before you know it – before we’ve seen progress on the issues identified – it\u2019s time for another review \u2026 and another?!  As a result, too often, this cycle goes on to simply identify the same problems remain within the business, year on year. <\/p>\n\n\n\n

As part of the review process, sometimes there is effort spent on the development of a strategic plan to address problems identified. From there: those strategies are handed to team leads, and then passed onto individuals for implementation. This seems logical, right? Define a plan, nominate teams and individuals for execution – you may even put it on a staff member\u2019s yearly performance plan – and the problem will be addressed, …right?<\/p>\n\n\n\n

So why do we rarely seem to achieve the corporation’s strategic objective or solve the problem before the next review is upon us? <\/p>\n\n\n\n

That\u2019s because too often, the strategic objective simply remains at a senior level; a broad statement.  Too often, there is no clear alignment between employee’s tasks, management and departmental goals and the strategic plan.<\/p>\n\n\n\n

Without an effort to translate relevant actions into what different levels of the business can contribute, there is very little understanding, or value placed on the every day tasks that can empower broad corporate strategy. Low level tasks can be mistaken for low value; they can be forgotten or shifted lower in a list of priorities.  <\/p>\n\n\n\n

In an ideal world, everyone in the organisation should understand why certain roles and process have come to be. Unfortunately, it is management level processes that most commonly remain unmapped to strategy. This gap is critical to defining how we translate the strategic objective to execution. But it can be addressed – it begins by:<\/p>\n\n\n\n