Organisation strategy

We will gain certainty that all stakeholders of the strategy, including owners / supervisors, management and employees, correctly understand the goals and how to achieve them, thanks to the unambiguous definition and communication of the strategy. This does not mean, however, that the strategy is a set of unchanging elements. The strategy should be treated as a model that begins to live immediately after implementation, and thus change. The purpose of this change is to ensure adequacy in the context of the market and organizational situation and to correct errors that cannot be avoided.

The elements of the strategy form a logical model:

• Policy context – description of the baseline
• Strategic analysis – assessment of the organization
• Mission and vision – general vision of the future
• Goals – a description of the goals that allow you to achieve the vision
• Structure – target structure model
• Processes and Communication – recall processes and assign them goals
• Resources – identifying resources and defining their role
• Initiatives – a description of the path to achieve the goals of the strategy
• Risks – opportunities and threats for the implementation of the strategy

A specific description of what we want to achieve with the time horizon. The goals constitute a cascade, a certain chain of links in various areas closely related to each other. It is difficult to imagine the implementation of a new technology without knowledge transfer or without spending funds. A number of related goals should therefore be planned. Of course, you can use the proven methods of Balanced Scorecard (BSC) or management by objectives.

The only activity of the organization, i.e. the actual activities carried out in the organization, are processes and projects. Therefore, it is important to indicate how they are to translate into the implementation of the strategy. Processes, i.e. cyclical repetitive activities related to the duplication of activities and their products, are assigned to specific goals. We have described the methods of process management in the article. Likewise, projects that are more perishable are designed to serve specific purposes by engaging the resources of the organization.

A very important element, although underestimated, is properly designed communication in the organization. It is responsible for collecting information, transmitting and providing feedback and is an important motivating factor for employees who are responsible for the implementation of the strategy.

Another element of the model are initiatives, i.e. sets of activities similar to project portfolios of a similar nature, or concentrated around one area of the organization. They are a direct indication of how we want to achieve our goals. The initiatives will tell us whether we want to achieve maximum income by selling assets or by investing and expanding the market.

The strategy building model is based on understanding the organization, indicating goals, linking processes, projects and resources, proper communication and improving the management of activities. You can automate these and many other areas using the BPM tool. You can read about the tool’s functionalities in the BPM GRC article

Proper recognition of the factors that may be a stimulus to achieve goals and negative factors, both in the environment and in the organization itself, is extremely important in order to ensure the effectiveness of the strategy. You can read about risk management methods in the article … ..

Organizations often have so much to do in selected areas that they build dedicated strategies:

• Strategy for digitization and computerization
• Marketing strategy, social-media
• Development strategy
• Financial management strategy
• Human resource management strategy
• Business continuity strategy

The functional strategy covers the narrower scope of the organization’s operational activity, but often addresses the requirements in more detail. An example is the IT strategy, which additionally covers the area of functionality of ICT systems, architecture, etc. It is very important when building a functional strategy to ensure full adequacy with the main strategy. Of course, it is possible to develop a functional strategy without the main strategy, but it requires wider arrangements and analyzes.