The role of every corporate strategy is to improve the state of business from point A (current situation) to point B (desired situation). The tools used to run each strategy are:
- The agenda describing when each activity is planned to be performed in detail
- Progress indicators operating as intermediate benchmarks set on key time spans
- A metric system that will accurately measure the result of each activity
- Specific positive and negative alerts that will trigger decision making reactions
- A strategic decision making system that will fine-tune individual activities when an alert is triggered
- A small scale pilot implementation to collect real data on what works and what does not work.
A strategy is more effective when it is based on the elements the company believes is best on and can do better than competitors also known as USP’s (Unique Selling Propositions or Points). When there is a clear vision of the expected benchmarks, the desired output and when all that should happen, management and control of the specific strategy is fairly straightforward. If all company activities are strategically planned as described above then the design of the global company strategy - also known as the business plan - that includes all individual strategies is expected to bring in the desired outcome.
As the metric systems are active a constant evaluation is performed so every individual strategy is reviewed based on the comparison of the real outcome with the expected outcome. This evaluation system provides the answers on what operates as expected and what is going wrong. The wake-up call that should send us back to the drawing board is the percentage of what does not work. If it is over 60% then a full strategy redesign can make complete sense.