Strategy roadmap: Seamless strategy making for flawless performance
Ensuring organisational performance buy-in through collaborative strategy roadmapping
Introduction and Purpose of the Article Why is it that the word “strategy” is overused daily in company boardrooms yet few people can write a useable strategy, or facilitate the development of one for their organisation? Why is it that the concept of “strategy” is introduced in many daily social conversations yet few people can even develop a one-page written strategy about their own personal life plans?
One possible answer is that many people have a vague understanding of the dictionary concept of strategy or tactics but daily practice shows that many people have no clue how strategy is developed or implemented. In the business sector all organisations talk strategy but many do not actually have a written strategy with a clear framework on how to implement, monitor, and report organisational performance. So for organisations, the question is no longer “What is strategy?” Rather, it is “How do we successfully develop and execute a strategy that does not gather dust on office shelves?”
The other mystery is that even in strategy- devoted organisations, the practice of developing and executing strategy is still an exclusive domain of leadership and the office of strategy. Why is it that most organisational members do not actively
- Dr. Godwin M.A. Hlatshwayo
participate in developing, executing and reporting strategy execution? One answer is that many are just excluded from organisational strategy discourse. If excluded in the development of strategy, it is highly unlikely for the same people to be interested in the execution and reporting of strategy performance. The other reason is that strategy creation is considered a specialised and complicated exercise best left to a few organisational experts. It is time we start to demystify strategy development and execution at personal and institutional levels in order to deal with increasing complexity that surrounds us in our daily lives.
Management is a messy job. Yet organisational survival depends on superior, flawless performance. Without a clear strategic framework to work from, managers have a torrid experience figuring out how to improve the fortunes of their organisations. Flawless performance is an outcome of a planned, practical strategy that facilitates the orderly implementation of organisational goals and objectives. As a matter of practice, we design organisational strategy in poetry, but manage those institutions in prose, or messiness. The purpose of this article is to offer a transparent, collaborative, and participatory model of developing organisational strategy that ensures flawless organisational performance. The author argues that flawless organisational performance and strategy execution are possible only when strategy creation becomes the business of every organisational member. Those who design it are its best implementers. People understand and support what they originate. In general, organisational members voluntarily participate in processes and systems they contribute in formulating.
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