Leadership Role
1. Clarify the Reason for Being • Vision Statement • Mission Statement • Core Values &Principles
The GH Strategy Development Roadmap Output Tasks
4 Strategy Impact Questions
Why Are We in Business?
Develop Strategic: . Strategic Direction . Sector Priorities .Strategic Intent
Office Of Strategy Role
2. Develop the Strategy • Landscape Analysis • Performance Analysis • SWOR Analysis • Master Goal and Objectives
What Key Issues Are Affecting our Strategy?
Office of Strategy Supported by Operations Role
3. Translate the Strategy • Develop Strategy Map • Objectives, Targets • Indicators
How do we Express our Strategy and Best Compete?
Operations supported by Office of Strategy Role
4. Develop the Implementation Plan • Develop Balanced Scorecard • Strategic Initiatives • Strategy Funding • Accountability/Measures
How do We Implement & Measure Performance?
Express/Distinguish Strategy .Thematic Directions .Market Niche .Strategy on One Page
Develop Execution Premium . Resource Allocation . Investment Portfolio . Performance Management System
Figure 1
Some of the reasons strategy documents gather dust in corporate offices, or why few people show enthusiasm in organisational strategy execution is that organisational members just do not understand it. They are either excluded, or brought into the process too late to appreciate the importance and role of strategy in their day- to-day tasks. The aim of this article is to present a simplified Strategy Roadmap that demonstrates and traces clear steps in developing seamless strategy that helps organisational members achieve flawless organisational performance. This Strategy Roadmap is a metaphor and illustration that provides critical stations and components along the road to help organisational leaders and practitioners understand and develop a competence to collaboratively envision, develop, implement, measure and report on organisational performance. The four critical questions that will assist in developing a people-based Strategy Roadmap are:
• What are four critical questions we ought to ask about our organisational intent or strategy? • What are critical outputs and tasks to be performed at each station of the Strategy Roadmap?
86 Management Today | December 2011
The GH Strategy RoadMap
Data Analysis & Choice Making .Business Lines/Units .Organization Branding .Organization Effectiveness
Godwin Hlatshwayo & Associates, 2010
• Who should do what at each station of the Strategy Roadmap? • How do we implement and measure organisational performance through the Strategy Roadmap?
These critical Strategy Roadmap impact questions are an invitation to help each organisational member understand the reason for engaging in strategy creation; clarify roles and tasks for members and departments; then how each member can actually engage in strategy creation and develop a competence in flawless organisational performance. As a metaphor, a Roadmap is a predictable model, a plan, a strategy. It has a starting point and a destination, with marked stations to stop and reflect along the way. It is a public, transparent and open plan that anyone can use. Organisations that boast of superior performance are generally distinguished by a solid, clear, simple and transparent strategy that is understood and used by its members. A simple framework to present a complicated strategy is to develop a one-page mental model that highlights starting points and destinations, and clear stations for reviews along the way. The GH Strategy Roadmap below (next page, figure 1) is an
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