Mission, Strategy & Projects
After strategic choices are taken, planning and implementation take center stage, and project management - of tasks in resources and resources in tasks, take over. Where a project is IT, a switch to SDLC (Software Development Life Cycle) management is best followed. If the project is an ordinary job/work, PDCA Deming cycle or any other project management framework may be undertaken.
A context report (SWOT..) or results of rigorous analysis is the No: 1 step in a strategic planning process. This document becomes an important artifact that tends to dominate annual/semi annual owner/corporate high level planning meetings.
The Vision, the Mission, the Guiding Principles and the Values are by and large "statements of intent..." that may from time to time be reviewed and expanded for better clarity and communications.
Many of the artifacts stay unchanged through out the year/years but are best continuously shared and elaborated upon by and between staff, the clientele and potential partners.
Determining an achievable strategic direction, or focusing of resources, is the most difficult part for most organizations. A choice of resourcing and at what level needs to be made between at least half a dozen strategic imperatives:
- Building the foundation to support strategy and Arming the organization to continuously make the correct decisions - Investment and Strategy;
- Doing the right thing for the right customer and focusing on operational efficiency - Production and Operations; and
- Winning the battles for market share - Marketing and Distribution.