Most organizations are in business to survive, thrive and grow; an organization is unlikely to achieve sustainable growth and competitive advantage if it's unable to effectively realize its good ideas and strategies i.e., converting good ideas into sound strategies, and fully, completely and properly translating those strategies into workable and effective actions and successfully implementing and executing them. 

Business success depends on the interplay between strategic management and operations management to ensure long-term strategic objectives are achieved through efficient operations. An organization is unlikely to achieve a strategic objective if it fails to effectively translate it into workable operational objectives. which are designed to affect the achievement of strategic objectives by ensuring there is cohesion between the objectives with each other, and with the mission. Put simply, strategic objectives only become useful when translated into operational objectives and operational objectives are only effective when designed to serve a strategic objective. A systemic and model-based approach to strategy development and evaluation using a systemic integrated models provides an approach to ensuring sound strategy formulation and operational objectives are workable.
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Ideas and Strategy Evaluation
An Idea is an intangible Innovative resource that may be one of the foundation elements in creating a strategy. Ideas and strategies are largely invisible to the organization itself and the people that must intervene and use the strategic management process to create value.

Users can create goals models that enable analysis and visualization thus giving form to the ideas and strategy  a strategy and helping improve an organization's shared understanding of relevant ideas and strategies. The model can provide the foundation for visual analysis and evaluation the options available to decision makers as well as the assumptions and decisions of the various stakeholders and their expectations. This leads to improved management consensus on strategy acceptability and prioritization decisions 
Strategy Execution Simulation
Successful strategy execution is dependent on successful implementation of sound strategies.  Crafting a sound strategy requires managers to identify and define problems of strategic relevance and then  formulate strategies that solve the identified problems.

Users can develop models that formally describe the formulated intended strategy in terms of the strategy's intended goals and objectives as well as the set of actions that would achieve the defined objectives. The goals model can be elaborated with an actor-dependency agent model that formally represents the organization's structure - functions, roles and responsibility, and accountability. 

This model can be simulated to inform implementation and execution strategic decisions.  
Operational Effective Capacity
Operational capacity refers to the output quantity (volume/count) of the productive unit to produce and/or deliver goods to customers within stated time periods and quality constraints. It is the limiting capability of the production unit.

The organization's effective capacity is defined by the model of the organization's Operations System - the joint configuration of resources and processes and resulting competencies that is aligned with the competitive position of the firm. Operations capability is the capacity to deploy resources that have been purposely integrated to achieve a desired functional goal.

Simulation enables users to experiment with different configurations of operations systems to inform resource planning decisions.