Charting a Strategy to Quality

In his September blog post ASQ CEO Bill Troy offers 5 key strategies for strategic planning based on his experience with the US Army:

1. What are key facts and assumptions
2. What is your theory of victory
3. Can you actually accomplish each aspect of your strategy?
4. Is your organization doing things that sit outside your strategy?
5. 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:

1. Current state
2. Review / revise Mission, Vision, Purpose (Simon Sinek's "Start with Why")
3. Desired future state
4. Underlying contradictions
5. 3-5 year Strategic Intents
6. 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.