Consulting Services Proposal

Clarification of the business strategy

A 3 days program

Purpose

This stage enables clarification of the organisational strategy and definition of the general guidelines for continuous improvement and control of strategy implementation. The medium- and short-term business strategy is being translated into objectives, indicators and targets, a model of organisational competencies (macro processes) and improvement priorities. In this way, a unique framework and a clear understanding of its contents are achieved by the first two levels of the organisational hierarchy. This also leads to guidelines for establishing the action and budgeting plan of the organisation.

Summary

This stage starts with clarification of the medium-term strategy, translating it into structuring objectives, indicators and targets, based on guidelines from the four improvement areas: Customers and Markets, Finance, Human Resources and Society.

Next, the external context model (i.e. the diagram with strategic stakeholders) and the organisational competencies model (organisational macro processes of the first level) are built based on the stimulus exchanged with external entities. This exercise allows discussing, expressing and obtaining consensus on the organisational strategy.

The next exercise leads to a reflection on the relationship of the organisation with each strategic stakeholder and the corresponding response. It makes it possible to identify problematic, unsatisfactory or risky situations that are creating difficulties in the concretization of the structuring objectives. These are the existing operational issues.

The operational issues will allow clarification of the short-term strategy, expressed in terms of objectives, indicators and operational targets, and align with the medium-term strategy and the relationship strategy defined with each main stakeholder.

Finally, the macro processes responsible for the achievement of each operational objective are defined. This leads to prioritization of improvements and investments in the macro processes, taking into account their impact on operational and structuring objectives. This enables the formulation of guidelines for elaboration of the organisational action plan and budget.

Structure and attributes of the module

Prerequisites (inputs)

There should be an organisational and business strategy already thought out. It might not be explicit or structured in written form, but there should be an idea about the mission, vision and strategic orientation.

Participants

This exercise should be realized in the context of a workshop with the organisational managers of the 1st (board) and 2nd levels (top management). Those responsible for Management Control, Human Resources Management and Continuous Improvement should also be present.

Exercises

  • Exercise 1. Mission and vision
  • Exercise 2. Structuring objectives (medium-term) and their indicators
  • Exercise 3. Model for the external context (strategic stakeholders)
  • Exercise 4. Model of 1st level organisational competencies (1st level macro processes)
  • Exercise 5. ‘Organisational Performance Diagnosis’ (issues)
  • Exercise 6. Operational objectives (short-term) and their indicators
  • Exercise 7. Definition of priorities (action plan)

Outcome

Final report on clarification of the business strategy:

  • Mission and vision
  • Structuring objectives and indicators
  • Model with improvement areas
  • External context model (strategic stakeholders)
  • First version of the model of organisational competencies (1st level macro processes)
  • Operational issues
  • Operational indicators and objectives
  • Matrix comparing strategic stakeholders with issues
  • Matrix comparing strategic stakeholders with structuring objectives
  • Matrix comparing structuring objectives with operational objectives
  • Matrix comparing strategic stakeholders with operational objectives
  • Matrix comparing structuring indicators with operational indicators
  • Matrix comparing operational objectives with 1st level macro processes
  • Matrix guiding the action and investment plan
AttachmentSize
Strategy2.14 MB

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