Sustainable Organization Growth and Profitability through Model-Driven Strategy Execution Management
Most organizations are in business to survive, grow and thrive. Organizations must acquire the necessary organizational capabilities to enhance strategic and operations management, and their effective interplay to align the big picture with the day-to-day activities. Organizations that are successful in developing new capabilities and enhancing existing capabilities are more likely to attain sustainable organization growth and profitability.
Making ideas and Strategies Visible
Business strategy or ideas are intangible and not visible to the organization at large. A strategy can be made explicit by defining it as a set of goals and major policies statements within an organizational context. An organization can develop the capability of modeling strategy content that helps managers clarify the strategy concept and better identify precisely what is meant by a goal and a major policy. This makes the notion easy to grasp, and visible to those in the organization that would intervene to make strategy work.
An explicit model of strategy enables the organization to work out an agreed-upon strategy statement that can be more precisely documented; and ensure strategy determination does not degenerate into solemn recording of platitudes, useless for building consensus. It satisfies the needs of employees and stakeholders that cooperate to keep the organization alive and successful. Including managers developing consensus on the company's direction and how it intends to conduct business to be profitable.
Model-Driven Strategy Execution
Every company has a strategy which may or may not be formal, i.e., documented strategy statement. However, not all companies implement and execute their strategies; a necessary step for the organization to gain any benefits from the strategy. The connecting loop between the strategy as an idea and the results.
A company must acquire the necessary capabilities for effective strategic planning and mobilizing resources required to develop the organizational capabilities and strategic assets needed to close the strategy-to-performance gap. Successful execution requires a company possess the appropriate organization capabilities e.g., leadership, management, etc., in addition to talent. Successful execution requires an execution system that enables shared understanding of strategy execution in terms of system elements of strategy content, organizational context and forces, and environment factors to inform strategic decisions to better to better achieve desired performance outcomes.
Operations Management & Systems
Operations strategy is the total pattern of decisions which shape the long-term capabilities of any type of operations and how those capabilities are managed. Operations strategy underlies the implementation and execution of overall business strategy. Operations strategy guides the structural decisions and evolution of operational capabilities needed to achieve the desired competitive position of the company as a whole.
Operations strategy drives an organization's operations management decisions and the day-to-day operations. Operations strategy helps operations managers optimize the day-to-day decisions in running the business efficiently utilizing the organization's operations system. Operations strategy design determines the design of operations systems. The Operations System ensures the best match of supply of resources with demand in creating and delivering goods and services to customers while meeting stakeholders' expectations.
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