Your processes were functioning well, your team was performing admirably, your company was growing and all was good
And seemingly overnight – something happened.
Now: expediting seems to be the norm, a manual patchwork of processes has cropped up, and communication is catch as catch can.
Supply chains have changed drastically over the past few years. Forces behind these changes include the interaction between social networking, social media, better IT options that are revolutionary compared to your legacy systems, true global competition from highly qualified competitors, and for the U.S., a return of production and associated operations along with the need for advanced supply chain and operational skill sets.
Symptoms you may see if your alignment between operational processes and strategy is off:
- Many functional areas are using spreadsheets they created instead of the IT solution set provided.
- Good people with good skill sets in different functional areas are all working on the same problem from different angles, and no one is collaborating on the effort. Usually, no one even knows someone else is working on the same problem, until it’s time to buy and implement.
- Tactical management is given strategic KPIs to perform to. Operational areas have performance metrics. There is no visible line of connection on how the two sets work together.
Actionable strategy converts the big picture
into operable programmatic pieces.
Boundary conditions help with alignment.
One of Process & Strategy’s focal points is to help move strategy into the tactical areas. Actionable strategic requirements translate the big picture into tactical requirements necessary to achieve the strategic plan. At the same time, it provides business continuity by training the tactical managers in what is expected from strategic planning. It also allows the executive team to understand who at the tactical level is able to think in a strategic manner. The end result, people are placed in positions where they can have maximum impact while a new communication channel is opened that allows operational realities to flow immediately up the management chain. This allows processes and strategy to never get too far out of alignment.
If you are seeking better executive strategy to tactical alignment in order to remain highly competitive, please contact Process & Strategy Solutions at Info@ProcessStrategySolutions.com
Yesterday’s collaboration only ranks as today’s cooperation. In depth process knowledge of what your internal and external suppliers’ process requirements are is a must. Otherwise, you’re hampered by slow performance. Data sharing is no longer optional. However, trust remains an issue. Tactically, boundary conditions on data sharing and collaborative efforts must align with strategy