Corporate strategy often seems abstract to managers on the ground, who struggle to translate it into a realistic plan of action. But a process called strategy briefing, which originated with the military, can help them overcome that challenge. Bungay, the director of the Ashridge Strategic Management Centre, describes in this article how briefings can move managers and their reports from confusion about a complex set of goals and performance measures to clarity about just which objectives each person needs to focus on and in what order. Using a fictional case study as an illustration, Bungay outlines the five critical steps of the process: (1) State your intent, or what you are expected to do and why, (2) Revise it in the context of your company's situation, (3) Determine which measures indicate whether you're achieving your goal, (4) Define the tasks implied by your intent, (5) Define the boundaries, or constraints, that limit your team. A single strategy briefing can help a team perform better, but the real magic happens when briefings roll down through an entire organization. When that occurs, the company's strategy is broken into a cascade of discrete but linked elements. In the end, people will be strategically aligned and operationally autonomous-a combination that is one of the hallmarks of high-performance organizations.

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-R1101L

発行日：2011/1/1

登録日：2012/3/28