Learn the most efficient way to arrange the 4 M’s (manpower, methods, materials, and machines) to achieve an efficient, zero defect, high-value Strategy Execution System to best meet the needs of your customers.

How do you best organize for effective strategy deployment?

That’s the question we’ll be tackling in this, The Organized Course, from the Strategy Deployment Institute.

To get us started in this discussion of organizing for effective strategy deployment, it will be useful to think of strategy deployment as a tree. Each organization is responsible for developing their own strategy deployment tree.

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Choosing Fundamental Values

For example, healthcare may choose business fundamentals like care coordination, quality and safety, patient experience, associate engagement, and stewardship and growth, while say, Toyota chose as their business fundamentals, safety, quality, delivery, and cost, or SQDC.

Other possible business fundamental expressions include innovation, the business fundamentals around R&D and new product development, productivity, supply chain, and people development, morale, and skill development.

The second level of your strategy deployment tree are the core branches or functional objectives. These are also referred to as the baby objectives. Critical items will probably require baby objectives. For example, profitability would likely need to address new product development, sales, marketing, and cost containment.

To develop good performance measures then, choose metrics that are both available and reliable. The rest can be developed as you align and adjust your strategy deployment tree over time. The process of strategy deployment tree development comes about from soul searching and often elongated question and answer sessions, just like when you developed your organizational mission or why statement of purpose.

Remember, you need to choose the strategy deployment tree process that best meets your needs. Only then will the whole tree thrive.

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