In his September blog post ASQ CEO
Bill Troy offers 5 key strategies for
strategic planning based on his experience with the US Army:
- What are key facts and assumptions
- What is your theory of victory
- Can you actually accomplish each aspect of your strategy?
- Is your organization doing things that sit outside your strategy?
- Have you left enough planning time to test your strategy?
Bill Troy asks how you approach
strategy.
It has been my experience that many
organizations fail to honestly assess their internal capabilities, skills and
competencies required to successfully implement their strategy. Many great
strategies on paper are doomed to failure by lack of execution.
George S. Patton is credited with
having said, "A good plan violently executed ... is better than a perfect
plan executed next week."
I believe that the ASQ Statistics
Division (STAT) developed and implemented a best practice around strategic
planning and deployment back in 1999-2000 with continued refinement and
continuous improvement. The STAT strategic planning process is a multi-step
process that examines:
- Current state
- Review / revise Mission, Vision, Purpose (Simon Sinek's "Start with Why")
- Desired future state
- Underlying contradictions
- 3-5 year Strategic Intents
- Annual Objectives and Tactical Plans
The Minnesota Section ASQ has done
one better by taking this same strategic planning approach and incorporating
the business execution tools of X-matrix, A3 project plans, tactical planning
project management, bowler scorecards and management by fact PDCA reviews. The
MN Section of ASQ has successfully launched new initiatives to reach
executives, senior quality leaders and even CEOs in communicating its value
proposition to develop employee skills towards helping organizations achieve
their growth plans.
Michael Porter, a leading authority
on competitive strategy, points out that, "Strategy is about making
choices, trade-offs; it's about deliberately choosing to be different." In
choosing to be different the winning organization is that enterprise which
recognizes the importance of innovation and disruptive technology. Authentic,
EQ leadership, shared vision and empowered, engaged employees are critical to
the flawless execution of innovation strategies.
Hoshi kanri and Business Execution
are two strategic planning deployment tools that are helping organizations
realize their growth plans.
