Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

Common Strengths

1. A systematic Strategic Planning
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   It happens to all of us: the pressing personal problem or concern that takes center stage, leaving little energy or attention for anything else, including work. Examples are a family member’s prolonged illness or death, facing the prospect or reality of divorce. Although most of us are practiced at putting on the “game face” and getting on with work, events of this magnitude may make it difficult or impossible to manage that. Each person is, of course, different, and no solution will fit everyone. Here, h
   In my previous article entitled: Measuring TQM Success published on [June 03, 2006 08:50:17 am], I wrote about Baldrige Values and Concepts as well as the Baldrige Assessment Approach. In this issue, I will provide an insight on common assessment findings in Baldrige Criteria Category 2 - Strategic Planning from several companies being assessed by a group of trained and experienced assessors. It is provided in the form of case studies which include Criteria summary as described in year 2001 Baldrige Criteria (source: http://www.nist.gov/quality), assessment findings in terms of Strengths and Area for Improvements.

   There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold category listed below:-

   Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results

   Criteria Summary Category 2 – Strategic Planning

   The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

   2.1 Strategy Development

   Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance.

   2.2 Strategy Deployment

   Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

   Common Strengths

   1. A systematic Strategic Planning P
      Are Your Clients Really on Holidays
      Most industries have regular cycles of slow time. This is often around Christmas/New Year when many people are on holidays. But it could be based on other reasons such as seasonal sales peaks and troughs, or end of financial year issues.Have you ever wondered how can you keep your sales moving during these periods of "slow" demand?In a minute I'll give you some tips on how to keep your revenue flowing when the rest of the world slows down, but first a few important points.Point #1. N
      f trained and experienced assessors. It is provided in the form of case studies which include Criteria summary as described in year 2001 Baldrige Criteria (source: http://www.nist.gov/quality), assessment findings in terms of Strengths and Area for Improvements.

      There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold category listed below:-

      Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results

      Criteria Summary Category 2 – Strategic Planning

      The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

      2.1 Strategy Development

      Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance.

      2.2 Strategy Deployment

      Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

      Common Strengths

      1. A systematic Strategic Planning
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         Look around today, labels are everywhere. With tighter regulatory rules, better labeling is becoming compulsory. Labels should provide the end user with useful information to them. A great label can also make your company or product stand out. Walk down any isle in a grocery store or pharmacy, and you can see many brands for every product. How does the consumer choose? One way is the packaging. A sharp, professionally designed label can increase the chances that your product will be the one selected. Study af
         e bold category listed below:-

         Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results

         Criteria Summary Category 2 – Strategic Planning

         The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

         2.1 Strategy Development

         Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance.

         2.2 Strategy Deployment

         Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

         Common Strengths

         1. A systematic Strategic Planning
            Good Customer Service In A Retail Store
            Customers want to be treated right when they go into a retail store. Unfortunately they don’t always get the treatment they would like. Sometimes it is because the customer is being a bit rude which causes an employee at the establishment to respond in the same manner. In other cases, an employee may just be having a bad day. Whatever the case, it is not good for any business. When a customer is treated poorly they won’t come back and they will tell others about the experience and those people won’t shop thei
            gic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

            2.1 Strategy Development

            Describe how your organization establishes its strategic objectives, including enhancing its competitive position and overall performance.

            2.2 Strategy Deployment

            Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

            Common Strengths

            1. A systematic Strategic Planning
               Cargo Cults and Management Practice
               During World War II, US forces took over islands in the Pacific where the residents had never see airplanes, or canned food, or any of the tons of material that a military force needs. The islanders were careful observers, though, and they figured out what the military did to cause the goods to show up.This is what they saw. The military folks would go up into towers they'd built and talk into a box. Soon the material, or "cargo," would arrive.When the war ended, the military went away and the
               oyment

               Describe how your organization converts its strategic objectives into action plans. Summarize your organization’s action plans and related key performance measures/indicators. Project your organization’s future performance on these key performance measures/indicators.

               Common Strengths

               1. A systematic Strategic Planning Process is in placed. It is used since 1998 and has gone through several rounds of improvement based on feedback from the management teams
               2. A planning horizon is tabled for the entire Strategic Planning Process. Each activity before the Strategic Planning workshop date is completed promptly. Data collection and analysis is systematic and quantitative
               3. Strategic Deployment are planned using a systematic Tree Diagram to articulate key actions, target and datelines. Periodical reviews of these key actions are in the companies key meeting schedule

               Common Area for Improvement

               1. Although there is regular review on status of key actions, there is no recovery plan to further improve those key actions not able to meet the set target
               2. Although there are improvement teams within the companies, none of the improvement projects has direct impact to the key actions in the Strategic Plan
               3. There is no cross departmental alignment on key action plans and target to achieve company level key performance indicators (KPI)

               In summary, the above are only sample of common assessment findings. Normally, a full assessment report is given to company being assessed. The report would include details and scoring. It is a value-added feedback for senior leaders to use as an input to Strategic Planning. My next article will share assessment case study on Market and Cus