Strategic Planning in a Recovering Market (3 of 3)

Here are some of final insights from a NIWeek 2010 Alliance Day presentation given by Don Roberts, Exotek. He is a principal of a consulting and operations-support company focused solely on the systems integrator.

Objectives and Measures

The end result of good strategic planning is a set of goals considered critical to the future success of the organization. Each goal is accompanied by specific objectives clarifying what must be done and what is critical to success. Just as important, are defining the measures that will track the accomplishment of the objective? The measures should be:

  • Linked: Measurements communicate what is strategically important by linking back to your strategic objectives.
  • Repeatable: Measurements are continuous over time, allowing comparisons.
  • Leading: Measurements can be used for establishing targets, leading to future performance.
  • Accountable: Measurements are reliable, verifiable, and accurate.
  • Available: Measurements can be derived when they are needed.

Examples

  • Over the next six months, delivery times will decrease by 15% through more localized delivery centers.
  • By the year 2013, customer turnover will decline by 30% through newly created customer service representatives and pro-active customer maintenance procedures.
  • Un-billable time will get cut in half by cross training front line personnel and combining all four operating departments into one single service center.

Plans into Actions

As you put your plans into actions, determine who is the right person or team to accomplish these goals. Consider all people that influence change, including outside contributor or perhaps even a facilitator. Then, decide what the appropriate timing is. A major plan may take more than a year, but should have quarterly or monthly reviews.

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One Response to Strategic Planning in a Recovering Market (3 of 3)

  1. […] Strategic Planning in a Recovering Market (3 of 3) […]

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