As an input into the Strategy Creation process we will facilitate the development of a comprehensive understanding of the four key realities that will directly impact your strategy creation: the realities of your current market, the customers you currently engage with, the strength of your strategic differentiators and their internal resource capacity available to deliver value. ASM-RA leverages it's strength in analytics' coupled with a comprehensive assessment tool developed from the work done by Stanford & Harvard to baseline the current organizational readiness for strategy management & execution.
Leveraging multiple frameworks (Drucker, Bergstrand, Kaplan & Norton) and the input from the situational analysis, we engage the client in a iterative process of defining organizational strategy in an ever widening and increasing level of appropriate detail. This consist's of engaging a pre-defined team of key constituents who will be instrumental in the leadership of the company strategy (multiple levels) to provide input into a comprehensive view of the Enterprise perspective. This is not limited to the destination, but will equally examine the execution requirements of the culture, the structure and the discipline and accountability necessary to achieve the desired objectives.
Once the Strategy creation process at the Enterprise perspective has completed, the output will include a clear view of the destination and what must be accomplished to get from current to the future state. ASM-RA has found through years of multiple complex engagements that an ideal instrument for the organizing of these objectives can be found in the Strategy Map. We have used this to engage client work forces that exceed 40,000 employee's as well as companies who employ less than 50. It has proven to be highly effective in the cascading of the strategic objectives due to the causal relationship that moves from organizational enablement to enabling strategic capability to producing the market and customer outcomes to ultimately producing the financial outcomes necessary to sustain the future of the company. A proper Enterprise Strategy Map will allow this map to be cascaded as far and wide into the organization as is necessary to allow every employee to understand their direct contribution and engagement into the future success of the organization.
This work involves the actual execution of the cascading strategy defined during the Enterprise perspective level strategy creation. In that process, it was determined which divisions and functions of the organization will have the most direct, and significant influence on the organizations ability to execute and sustain their strategy. These strategic divisions and functions will then leverage the Enterprise Strategy Map to develop their own specific Map designed to collectively drive forward the Enterprise Strategy. This has proven highly effective at allowing employee's and leaders at multiple levels of the organization to engage in the realization of strategy right where it takes place...in their daily work.
This is what we call "the pick and shovel work" and this is the point where companies that succeed over and over again distinguish themselves both operationally and financially from those who simply try very hard but fail. This process involves the implementation of the execution strategy defined at both the Enterprise and Organizational level perspectives. The question must be answered: How must we go about doing this work and who must be accountable for the different elements of it? This must all be integrated into the design and implementation of the Strategic Program Management Office (SPMO) or the Office of Strategy Management (OSM). This office or function provides the critical linkage between the Enterprise Management of the strategy and the daily operationalization of that strategy. The discipline to manage this over an extended period of time is the ultimate work of this function and it must be integrated into the organization over the horizon of the strategy execution period until the disciplines and change is embedded. The absence of this step, and the detailed planning noted above, are clearly the two primary drivers of the failure for countless organizations to realize their strategic opportunities. It was not a lack of opportunity, it was a lack of sustained discipline coupled with the careful work of moving towards a destination in a highly organized and engaged way.
All applied to either the ongoing development and management of strategy or in the ordinary course of managing the business.
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