and its reporting matrices. Developing a good scorecard requires technical and facilitation skills to take the whole organisation through the paces. This author recommends that organisations develop the competence to develop the strategy map and scorecard through strategy Roadmapping to ensure more solid design, measurement and reporting of strategy.
Station Four: Develop the Implementation Plan How do We Implement the Strategy and Measure Performance?
The final impact question is “How do we implement and measure performance?” This is led by operations/quality assurance and supported by strategy. Responding to this question is fundamental to the success or failure of the organisational vision-mission and master goal. The whole strategic intent is measured at this terminal station, which is the destination station in the Strategy Roadmap. This is the last station where the organisational capabilities are deployed to measure the attribution, contribution and impact of the strategy. The major task is to scope the critical initiatives that will constitute operational tasks in the business units. The second activity is to develop a strategy scorecard that holds all the monitoring, measurement, and reporting indicators for the strategy. At this stage, tasks and functional accountabilities are negotiated and allocated to leaders, departments or teams. Scorecard measurement requires management oversight.
The outputs of this final station is to develop and agree on funding models, business targets and resource allocation to be submitted for leadership approval before implementation. Getting consensus on funding models and strategic resource allocation should be a participatory and inclusive exercise with all relevant functions and units that are expected to deliver the strategy. This
References Collins, Jim. (2001). Good to Great. Random House Business Books. Gabarro, J.J. (1987). The Dynamics of Taking Charge. Boston: Harvard Business School Press. Drucker, P. (1995). Managing in a Time of Great Change. New York: Truman Talley Books/Dutton. Heifetz, R.A. (1994). Leadership without Easy Answers. Cambridge: MA Belknap Press Harvard Press. Argyris, Chris. (1991). “Teaching Smart People How to Learn” in Harvard Business Review (May-June) Schein, E.H.(1992) Organisational Culture and Leadership, 2nd Edition. San Francisco Jossey Bass, Senge, P.M.(1990) The fifth Discipline: The Art and Practice of the Learning Organisation Doubleday, Steiner, G(1983) The New CEO. New York: Macmillan, Ciampa. D, and Watkins. M (1999) Right from the Start. Taking Charge in a New Leadership Role: Harvard Business School Press: Boston Tichy, N.M, and Devanna, M.A (1986) The Transformational Leader, New York: John Wiley & Sons,
is the final station of the Strategy Roadmap that determines the size of organisational operations, initiative funding and resource allocation, including the performance management system of the organisation to achieve its mission. This station is also an integrative stage of the Roadmap where agreements on the strategic plan, measurements, resources, people, and organisational performance culture are finalised. It is also at this final station that the final investment portfolio and organisational performance management system are agreed upon and implemented.
Conclusion
As we have seen along the Roadmap, at each station of the Road people get to know the types of tasks and who will do them. Participants understand the right impact question to ask and what results to expect from their deliberations at each station. They can use the Strategy Roadmap as a straw model showing responsibilities, accountabilities and outcomes to be delivered at each station. With good facilitation, organisational members develop a competence to develop and implement a results-based strategy.
Strategy Roadmapping is one of the most effective participatory, collaborative and negotiated strategy-making processes I have known. By the fourth and final station if anyone still feels left out, they are really out of the game and should consider joining another league.
1 The author has dealt in depth with specific strategy components and terminologies in Strategy Lexicon: Language is everything for Flawless Strategy Execution” under publication.
2 Ibid, for details of great examples for developing impactful goal statements, strategic objectives, targets and indicators.
N. Machiavelli (1961) The Prince: (New York: Penguin Books, 126) Kaplan, R.S and Norton, D.P. (2008) The Execution Premium, Liking Strategy to Operations for Competitive Advantage. Harvard Business School Publishing Corporation,
Kaplan, R.S and Norton, D.P. (2000) The Strategy-Focussed Organisation, Harvard Business School Press Kaplan, R.S and Norton, D.P. (2004) Strategy Maps, Harvard Business School Press,
Kaplan, R.S and Norton, D.P. (2006) Alignment, Harvard Business School Press,
Collins, J and Porras J. (1994) Built to Last: Successful Habits of Visionary Companies. New York Harper Collins, Barney J. (2006) Gaining and Sustaining Competitive Advantage. 3rd Ed. Saddle River, NJ Prentice Hall, Barney, J.B (2007) Resource-Based Theory: Creating and Sustaining Competitive Advantage, Oxford.Oxford University Press, Clark D.N
Paul Niven, (2009) Balanced Scorecard in Public Sector “Not for Profits” 2nd Edition, Harvard Business School Publishing Corporation
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