Our collaboration with more than 300 organizations has resulted in a comprehensive database of strategies, strategy maps and balanced scorecards. In addition, we learned to what extent different areas of management are developed in various enterprises - shareholder value management, business and corporate strategy, customer management, development and promotion of new products to the market, innovation, operational, environmental and social management, human resource management, information technology and corporate culture. With this experience and knowledge, we have discovered that the BSC, originally conceived as a means to improve the valuation of intangible assets, can be an effective tool for formulating and implementing company-wide strategy. The four-pillar model, which describes an organization’s value creation strategy, is actually the language of communication between the company’s top management and its employees regarding the directions and priorities of the enterprise’s development. They can view strategic indicators not as a set of independent parameters of independent components, but as a chain of interdependent goals of the four components of a balanced scorecard, based on cause-and-effect relationships. We contributed to the discussion among top managers by presenting the overall interaction of these connections in the form of a so-called strategy map. And now we understand that the strategic map is visual representation cause-and-effect relationships between elements of a company's strategy - turned out to be as important and significant a phenomenon as the balanced scorecard itself.
The overall strategic map shown in Figure 1.3 was formed from a simple BSC with four components. The map details the system of indicators, illustrating the dynamics of strategic development and making the focus on the main directions clearer. As we noted earlier, in practice there are many approaches to creating a strategy. However, no matter which one is used, a strategy map provides a universal and consistent way to describe strategy in a way that allows you to not only set goals and metrics, but also manage them. The strategy map is the hitherto missing link between strategy formulation and its implementation.
The strategy map template (see Figure 1.3) is a kind of checklist of strategic components and their inter-relationships.
Operations management process
Regulatory and social processes
Acquiring new clients Retention client base Height
New product design and development capabilities New product development portfolio Project/Development Launch
Environment Safety and Health Employment Community
actions. If any element is missing, the strategy is most likely doomed to failure. For example, we often find that in an organization there is no relationship between the performance of internal processes and the customer value proposition; there are no innovative goals; tasks related to the development of competencies and motivation of employees are poorly formulated; role not defined information technologies. Such errors in the strategic map usually lead to disastrous results.
The strategy map is based on several principles.
Strategy balances opposing forces. Typically, investing in intangible assets for long-term profit growth comes into conflict with cutting costs to achieve quick financial results. The primary goal of private sector organizations is to achieve sustainable growth in shareholder value. It (the goal) implies long-term commitments. At the same time, the organization must demonstrate improvement in short-term results. Short-term results can only be achieved by sacrificing long-term investments, and often this happens unnoticed. Thus, the first thing to do when setting out a strategy is to balance the short-term financial goals of cutting costs and increasing efficiency with the long-term goals of sustainable profit growth.
The strategy is based on a differentiated value proposition to the consumer. Customer satisfaction is the source of sustainable value creation. The strategy requires a clear definition of target customers and a value proposition that can please them. The clarity of this proposal is one of the most important aspects of the strategy. In Chapter 2 and then in Chapter 11, we'll discuss four core customer value propositions and customer strategies that we see being implemented in a variety of organizations: 1) low total costs(low total cost); 2) product leadership; 3) complete solution for the client (complete customer solution); 4) system lock-in.
Each of the customer value propositions clearly defines those prerequisites that must be met if customer satisfaction is to be the goal.
Value (cost) is created in an internal business process. The financial and customer components in strategic maps and BSCs are the outcomes that the organization intends to achieve: increasing shareholder value through revenue growth and improved efficiency; expanding the company’s share in the client’s total expenses, which is achieved by maintaining and expanding the client base, satisfying consumer needs, education and customer loyalty.
The processes of the internal component and the training and development component are driving force strategies. They describe how this strategy can be put into practice. Effective and consistent internal processes determine how to create sustainable value. A company must focus on a few critical internal processes that differentiate its customer value proposition and are most essential to improving the company's performance and maintaining its viability. In the second part of this book, we will introduce a systems approach in which an internal business process can be divided into four complex components:
Operations management: production and delivery of products and services to customers;
Client management: establishing and regulating relationships with consumers;
Innovation: developing and developing new products, services, processes and relationships;
Compliance with local laws and contribution to the community: an asset
active participation in the life of the community and strict compliance with current legislation.
Each of these components can have literally hundreds of components that are involved in varying degrees in creating value. Leaders developing their strategy must identify several critical processes that are most critical to creating and delivering a differentiated customer value proposition. We call these processes strategic directions.
The strategy consists of mutually complementary and synchronously developing areas. Each complex component (or direction) of internal processes creates profit simultaneously in different points. Operational process improvements, such as cost reduction and quality improvements, tend to produce short-term results. The benefits of improved customer relationships begin to be felt six to twelve months after changes are made to customer management processes. You have to wait much longer for an increase in profit as a result of innovation, and the results of the company’s activities in a given community are completely manifested in the distant future, when it manages to create a positive image and a corresponding reputation in society. The strategy must be balanced and include at least one strategic direction from all four comprehensive components. In this way, the organization realizes emerging opportunities to increase shareholder value.
Strategic fit determines the value of intangible assets. The fourth component of the balanced scorecard strategic map - the training and development component - describes the organization's intangible assets and their role in implementing the strategy. Intangible assets can be divided into three categories:
Human capital: skills, talent, knowledge of employees;
Information capital: databases, information systems, networks and technologies;
Organizational capital: culture, leadership, relevant people, teamwork, and knowledge management.
None of these intangible assets themselves have a measurable value. Their value lies in the fact that they help companies translate strategy into reality. Our research has shown that two-thirds of organizations do not create strategic alignment between their long-term plans and the programs of their HR and information technology departments. 17 Their development is invested on a residual basis. Moreover, companies do not use the capabilities of these divisions in implementing their strategies. Naturally, with this approach one can hardly count on a positive return on investment.
We have identified three targeted approaches to align intangible assets with the company's strategy:
1) strategic groups of species professional activity(job families) that match human capital
with strategic directions;
2) a strategic information technology portfolio that aligns information capital with strategic directions;
3) an organizational change plan that integrates and aligns organizational capital with strategic directions for continuous learning and improvement.
When all three components of training and development - human, information and organizational capital - are aligned with strategy, the company is fully prepared for change: it has the ability to mobilize forces to implement the strategy. In our opinion, a high degree of readiness is characterized by an organization in which:
The capabilities of human capital in strategic types of professions are brought into strategic alignment with development directions;
Information capital ensures the availability of infrastructure and information technologies that complement human capital in order to achieve outstanding results in solving strategic problems;
Culture, leadership, strategic alignment, and teamwork create and reinforce the healthy morale needed to translate strategy into action.
In general, the strategy map model, adjusted to fit an organization's strategy, describes how intangible assets help create value for customers, shareholders, and communities. The reader will understand how to use strategy maps to align intangible assets strategically by reading the two case studies that follow this chapter. The Bank of Tokyo case is an illustration of the creation and application of strategy maps and balanced scorecards in the private sector of the economy. The American Diabetes Association is an example of a similar approach in the non-profit sector.
The term "business model" is used to cover a broad
a range of formal and informal descriptions of the key elements of a business. We use this term in the following sense: “A company's business model determines how it makes profits—how it addresses its market, presents its offerings, and develops its business relationships.”
Clients
Offer (product or service)
Required infrastructure
Financial viability.
A business model is a blueprint for how a company's strategy should be implemented within its internal structures, processes and systems.
The main purpose of the business model- give a holistic picture of the organization’s activities, coordinate different points of view on the constantly developing and changing business. The value of a business model is determined by the extent to which it helps answer pressing issues facing the organization and how it actually affects each employee of the organization.
It is assumed that the description of the business model allows you to cover the organization as a whole, concentrate on the main things, discover bottlenecks and interdependencies, contradictions and alternatives that, during a normal scan of the enterprise’s activities, are either not detected or appear to be more or less significant than they actually are. in fact. Working with an enterprise model theoretically gives a chance to significantly increase the efficiency of its activities.
Any business model presupposes the presence of three factors: the factor of benefit or benefit (what benefits the company brings (clients, partners)); the cost factor and the profit factor (how the money will be earned).
Any business model must answer three key questions:
1.how the company creates value for external customers;
2.how the company makes money;
3.how the company ensures strategic control over value chains
The form of presentation of the business model must meet the following requirements:
1.cover the entire business of the company;
2.describe the main “blocks” that make up the company’s business and, if necessary, the relationships between them;
3.be compact and easy to understand
5.What is a strategy map and why is it used in business modeling tasks.
Strategic map is a diagram that is used to document the major strategic goals set for an organization or the management of an organization.
Creating an organization's strategic map is the first key step in the balanced scorecard methodology. It introduces a clear definition of the business strategy and can usually be fixed after a set of intensive brainstorming sessions, in which the managers responsible for everything should participate. key functions and organizational processes.
Essential to creating a coherent and realistic strategy map is to truly understand the hierarchical internal relationships between the perspectives used. Each perspective contains one or more strategic objectives, which in turn are associated with one or more performance indicators and their target values. The location of strategic goals on the strategic map was not chosen randomly and serves to visually represent the relationships between the selected perspective headings.
Strategic cards:
1.clarify the vision and goals in a way that people
understood the priorities of the organization and their assigned role
2. allow people to concentrate on
important goals to achieve
3. identify the contribution to the strategy implementation process when
using specific measurement tools
4. provide structure to provide to the team
necessary resources to perform tasks leading
to strategic success
5. recognize the important role of intellectual capital and
intangible assets in value creation
Strategic maps combine four main aspects of an organization's activities, namely: strategic goals, incentives, indicators, short-term goals and objectives, which demonstrate:
1) Aspects of consumer relations: what image should the company currently have in the eyes of consumers in order to realize its mission?
2) Aspect financial activities, namely, analysis and summing up of past periods.
3) Aspect of organizing internal business processes: what priority business operations should the company improve at this stage of development in order to satisfy its consumers and shareholders?
4) Training and development aspect: how should a company adapt to changing circumstances in the future and improve its operations?
Strategic maps are a statement of strategy and strategic goals at each level of company management. Used to implement and control strategy, adjust strategic goals. A strategy map is a diagram or drawing that describes a strategy as a set of strategic goals and the cause-and-effect relationships between them. You cannot hope to implement a strategy if it cannot be described in a simple and in an accessible way. A strategy map provides a framework for logically and clearly presenting and explaining strategy, turning it from a rarely used document stored in a dusty folder hidden away into an action plan.
Strategic maps are useful in that they eliminate the main contradictions in the activities of modern organizations, namely the inconsistencies between their short-term and long-term goals (Figure 1).
Short-term goals mainly relate to business processes, production and financial activities of the company, relations with suppliers, consumers and competitors. Long-term goals are usually not so specific and defined, but in any case they are designed to generate income in the future.
Figure 1 – Deployment of strategic goals of the enterprise
Strategy maps are a tool that can be used to connect short-term goals with an organization's activities, mission and long-term strategy.
Moreover, it is worth noting that the concept of long-term prospects is a very spatial phenomenon in time. “Because the efforts that a company makes today to improve its financial position tomorrow can only give obvious results the day after tomorrow.” This illustrative phrase, which is taken from the book “Strategic Maps” by Robert Kaplan and Norton David, only confirms that strategic maps reflect three time dimensions: past, present and future.
With the help of strategic maps, you can show what managers of organizations are responsible for, as well as offer specific measures of the organization's performance.
As a result of the use of strategic maps, the field of vision of the company's management expands, which allows increasing the number of controlled indicators.
The structure of the classic strategic BSC map has four levels (the financial position of the company; the company’s customers and sales market; internal business processes; the development of the company and its personnel), at which the strategy for its implementation is decomposed. You can add levels to the strategic map or replace one with another. A level on a strategy map is a perspective, often representing the point of view of a company's top manager
The financial component describes the material results of implementing the strategy using traditional financial concepts. Metrics such as ROI, shareholder value, profitability, revenue growth and unit costs are lagged indicators that indicate the success or failure of a company's strategy. The customer dimension defines the customer value proposition to target customers. Consumer offer in in this case- the condition under which intangible assets create value. If customers consistently value high quality and timely delivery, the competencies and skills of employees, systems and processes that produce and deliver quality products and services are of high value to the organization. If the client prefers innovation and high performance, then the skills, systems and processes that create new market-leading products and services become more valuable. Consistently aligning actions and capabilities with delivering value to customers is critical to bringing strategy to life.
The internal processes component, or internal component, defines several critical processes that are critical in implementing strategy. For example, one organization may increase investment in the development and marketing of new products and their production technology in such a way that customers will receive high-tech New Product. Another, in an attempt to provide customers with a similar value proposition, decides to develop new products through joint ventures and partnerships.
The training and development component reflects those intangible assets that are most important to the strategy. The objectives of this component establish the activities (human capital), systems (information capital) and moral climate (organizational capital) necessary to support value creation processes. All of them must be interconnected and correspond to the main internal processes.
The goals of the four components are related to each other through cause-and-effect relationships. It all starts with the hypothesis that financial results can only be achieved if the target customer group is satisfied. The customer value proposition describes how to increase sales and win the loyalty of target customers. Internal processes create and provide this offer to the client. Finally, intangible assets that support the implementation of internal processes provide the basis for strategy. The goals of all components brought into strategic alignment are the main tool for creating value, and, consequently, a focused and consistent strategy.
This cause and effect architecture, linking the four dimensions of the Balanced Scorecard (BSC), is the structure around which the strategy map is built. This process forces the organization to clearly define what the logic of value creation is and for whom it is created.
Let's consider an example of constructing a strategic map and a balanced scorecard using the example of InTechProject LLC (Table 1, Figure 2).
Questions for self-control:
1. What are the components of a strategic map?
2. What are the features of constructing a balanced scorecard system?
3. Describe the features of the mission statement.
After the stage of identifying and selecting strategic goals, you should move on to determining the connections between goals - building a strategic map. What are the practical benefits of building a strategic map:
- defines connections between different goals, important aspect is to determine the strength of these connections.
- explains the changes occurring in a given system, and the mutual influence on other goals.
- promotes better perception and understanding of the connections between the elements of the strategic map.
It is proposed to build a strategic map using the following methodology:
- defining connections
- highlighting strategically important connections, determining the strength of influence
- Documenting connections and entering them into the CIS.
Before starting work, I suggest you pay attention to following points: A strategic map is a system.
The term “system” is used in cases where they want to characterize the object being studied or designed as something whole (single), complex, about which it is impossible to immediately give an idea by showing it, depicting it graphically or describing it with a mathematical expression (formula, equation, etc. ), and want to emphasize that this is something big, complex and at the same time whole, unified. The concept of a system emphasizes orderliness, integrity, and the presence of certain patterns. There are several dozen definitions of this concept.
[Systems Theory and system analysis in management of organizations: Directory: Proc. allowance / Ed. V.N. Volkova and A.A. Emelyanova. – M.: Finance and Statistics, 2006. – 848 p.]
A system is a set of interconnected objects, organized by connections into a single whole. [Wikipedia]
Chernyak Yu.I. supplements the definition with the concept of an observer: “The system is a reflection in the consciousness of the subject (researcher, observer) of the properties of objects and their relationships in solving the problem of research and cognition.”
It is proposed to determine connections using the “cause-effect” method; for this you need to build a form:
For each goal, a form is filled out, and as a result we get a mathematical model in which when one element changes, the system changes.
There are two ways to present the form at the meeting and to complete the form during the discussion. Or distribute forms to each participant, and then during the processing process, highlight the average values for each goal. Because this method can be described as " brainstorm"-"expert assessments" more experts can be involved.
Undoubtedly, this method is the most complete and complex; there is an error of subjectivity. You can simplify the method by limiting yourself to notes about whether changing one goal relative to another will have a positive or negative effect. You can use the Probst Gomez model:
This model also defines the temporal nature of the connections.
Because Even in the classic model for a commercial organization, Norton and Kaplan define the financial perspective at the highest hierarchical level; it is possible to determine connections from the outside, how a certain goal affects financial goals.
However, no matter what path you take, the result will be a map of goals with many connections.
The output is a map with many cause-and-effect relationships. Of course, such a map should be left, but it should not be used; the presence of many connections distracts from more strategically important ones, and is not perceived by participants, especially at the operational level.
The next step is to leave only the most important connections of a strategic nature. If you have worked with a form with influence coefficients, then the task is simplified; you should leave only those goals that are more strategic in nature and have the strongest impact on other goals.
It should also be mentioned that determining the correlation between goals and their connections is a rather subjective question; if you give each manager an initial map, then in many cases, the choice of more important relationships will be different, each manager concentrates on his area of responsibility. At this step, the main thing is consensus between all participants and balance in relationships.
Let me give you an example of a strategic map of the Crown Castle company. Crown Castle International is a leading global provider of wireless communications and broadcast infrastructure. The company rents towers, leases antennas and makes its capabilities available to well-known information and communications service providers and broadcasters, including British Telecom, Verizon, Cingular, Vodafone, T Mobile (Deutsche Telecom), and the BBC, for which it provides full range of television broadcasting services. Crown Castle serves more than two-thirds of the US market and 90% of the UK and Australian population. The corporation's revenue for 2009 amounted to $1,685 million.
In 2003, with the participation of district offices, the strategic map was revised, the company directed all efforts to achieve operational excellence and decentralize management. The strategic map has been slightly changed to more clearly demonstrate the most important areas of activity. The result is a strategy map that is more accessible to employees and serves as their guide to executing strategy.
For example, the company introduced a new goal; “Increasing knowledge of asset utilization potential” With more updated information about towers (available space and technical specifications), the company can maximize their efficiency and improve customer service. Because customers value keeping downtime and outages to a minimum, the goal of “building and improving core capabilities and supporting processes to maximize efficiency” becomes clearer, as does the goal of “Fulfilling NOTAMs (malfunction reports) in a timely manner.” [Golden pages. Best examples implementation of a balanced scorecard: collection of articles, M. Gorsky A. Gershun, 2008, M Olymp-business]
Because The corporation's revenue increased from $900 million. in 2003 to 1685 million dollars. in 2009, the growth was almost 90%, we can conclude that the company's strategy is being implemented correctly.
Another example of a strategy map from Wendy's
This map is understandable to both top managers and 18-year-old employees of the company. After the implementation of the BSC, the staff turnover rate decreased from 170 to 118%, the industry average is 250%. All these changes allowed the company's revenue to increase from $328 million in 2005. up to 1822 million dollars. In 2008, an increase of 455%
It is possible to use two versions of strategic maps, one for top management, and a more visual one for lower levels of management. The main thing is that the map is clear to all participants.
The output should be the strategic map itself, a diagram of the strategic map with cause-and-effect relationships, passports of cause-and-effect relationships of the goal. Ideally, you will get an interactive model where you can use a scenario approach.
The next step after constructing a strategic map is to determine the indicators and their target values by which the degree of achievement of the goals themselves will be determined. The author suggests using meetings-seminars with project participants, and responsible specialists should also be involved in the process, who will be directly involved in calculations and control, so that during the implementation of the project itself, problems do not arise in determining any data. Of course, when choosing indicators, specialists from different departments, financial - financial sector, clients - marketing, etc., should be more involved in each individual perspective. What problems may arise at this stage?
– Problem with measurability of goals.
This problem lies on two levels; many managers believe that some goals cannot be measured. Especially non-financial ones. And second, as Michael Hammer argues, some companies measure what is easy to measure.
For example, what indicators are needed to evaluate the goal: “Increasing the qualifications of employees” turns out to be quite simple, the personnel department tests employees every six months, based on this, the indicator Percentage of qualified employees is calculated quite easily. But don’t forget what resources will be used to achieve this goal, “staff training costs”
– You should not use indicators that raise doubts, for example, “market share”, not all private agencies can assess this indicator adequately, in some industries it is practically impossible to do this on their own, in almost every industry there are authoritative analytical agencies, for example Nielsen, this the data can be trusted.
The question should be asked: “Based on what indicators will we understand that the goal has been achieved?”
Based on the results of the work, indicators for each goal should be determined, see Fig.
|
Passport of Indicators | ||||
Simple and effective way The development of such a strategy is a strategic session - a tool that we use in working with our Clients at the second stage of each strategy. The final result of such a session is a Strategic Map.
What is a Strategic Map?
Norton and Kaplan in their book« Balanced Scorecard» note that the Strategic Map is a system of interconnected Key Performance Indicators (KPI). Moreover, each card has 4 levels:
- financial;
- client;
- internal processes;
- employee growth and training + IT.
At each of these levels there are KPIs that form the Strategic Map.
IN general view a strategy map might look like this:
The number of such KPIs is 17. It seems that this is a lot for effective control. But don’t rush to judge superficially! Very soon you will see how the entire system works.
What else does the Strategic Map consist of?
Every company in the world, from the smallest to the largest, strives to simultaneously implement 2 main business strategies to make a profit:
1. Strategy productivity, which aims to optimize cost. Logistics, operations, productivity improvement, purchasing department work are all the subject of this strategy; and the main economic quantity that we will use to evaluate the effectiveness of this strategy ismarginality.
2. Strategy growth. Its main task is to create new products, enter new markets, and maximize revenue from the Client throughout his life. The success of the growth strategy is measuredturnover, or revenue.
And all KPIs at all 4 levels are associated with either one or another strategy.
How to create a Strategy Map?
Step 1. Collect all necessary data. Look at mine data analysis video and prepare for the strategic session figures that are understandable to everyone, answering questions about price, product, sales and promotion channels, segments of the Target Audience.
Step 2. Gather employees from different departments. Be sure to ensure that representatives from production and marketing, sales, IT and HR departments are present at the session.
Step 3. Briefly convey the main figures to the audience. Make sure they are clear to everyone. At the same time, avoid interpreting and evaluating numbers so thatdon't re-form participants' opinions.
Step 4. Divide participants into groups. You can give all groups the same task, or you can look at the session more broadly. For example, one of our Clients, a large grocery retailer, has 3 typical consumer profiles. As a result, at the session we divided the participants into 4 groups (3 reflected the needs of a particular group of consumers, and the 4th - shareholders and management).
Step 5. Invite those gathered to draw a Strategy Map by filling out each17 matrix points. Ask participants to answer the following questions.
Financial level issues
- improving the cost structure? Do all functions and operations in our business create value for the Customer?
- What is our main task for the year in the regionadditional loading of existing assets? Can we use our resources more intensively?
- What is our main task for the year in the regionexpanding income-generating opportunities? What are our prospects for entering new markets and new Customers and introducing new products?
- What is our main task for the year in the regiondevelopment of our Clients? Do we train our Clients? Do we help them get the most out of working with us? Do we have a clearly developed client base retention program?
Client Level Questions
- What is our main task for the year in the regioncost? Is ours optimal? price policy? Do we analyze the price invoice? Do we know the structure of hidden and implicit discounts? Do we know how to evaluate the effectiveness of price promotions? Do we want to offer the most low price On the market? A fair price for fair quality? Position our product using price as sub-premium or premium?
- What is our main task for the year in the regionquality? Do we plan to raise quality standards? Will this lead to an increase or, on the contrary, a reduction in costs? Will implementation have an effect? statistical methods management (6 sigma, KKSh, TQM and so on)?
- What is our main task for the year in the regionservice? Do we provide clients with personal, private one-on-one or person-to-person support? Do we cultivate brand ambassadors and specialized specialists from among our Clients (how,for example, Microsoft, which widely supports a network of independent experts in certain company products )?
- What is our main task for the year in the regionphysical availability of sales? What do you need to do to buy our product or service: go out into the street and go into any stall or on Durin’s Day, when the blackbird sings, stand in the backyard of the Central Department Store and sneak through the treasured door? What is our approach to organizing distribution? How do we support someone else's retail or affiliate sales channel? Are we considering the possibility of developing as an OEM/ODM?
- What is our main task for the year in the regioncomplexity of the proposal? Can the Client get a comprehensive solution to his problems by contacting us, or is our specialization narrow? Can we take on part of our Client's transaction or logistics costs?
For example, one of our Clients, a large Siberian developer, gave his Clients the opportunity not to waste time going through authorities to draw up documents for an apartment. When transferring money, the Client issues a power of attorney, and the developer’s employee takes on all the paperwork. In essence, the Client simply gives the money, waits a little and receives the coveted Keys to the apartment. All .
- What is our main task for the year in the regionbrand? Do we consider it important to increase awareness of our brand or transform the association that it evokes? Or we— noname, which fundamentally does not spend money on brand development, but due to this maintains leadership in costs.
- What is our main task for the year in the region?
Business process level issues
- What is our main task for the year in the field of operational management?
- What is our main task for the year in the field of Client Management?
- What is our main task for the year in the field of innovation management?
HR and IT level issues
- What is our main goal for the year in the area of learning and developing people?
- What is our main goal for the year in the field of IT architecture?
Example of a BSC for a marketing department
How do we work on Strategy Maps?
For our Clients, the process of developing strategic maps takes place within the framework of strategic sessions, during which we gather the company’s top management and all decision makers at the level of distribution of commercial tasks. In a large company, these may be directors of divisions, departments, functional areas, and so on. If we're talking about about small and medium-sized businesses, we gather all experienced employees.
The most important — remember that the key task of the strategic session— formulate and decompose the company’s goals into performance indicators for each employee. Should a sales director focus on the company's key objectives? Of course I should. Should a sales or marketing manager's job be based on company objectives? Of course yes. Should the KPIs of an office manager or courier in your company be focused on achieving key goals? Yes, they should.
If you understand that the characteristics of your goals— this is still just an abstraction according to SMART, and the most important departments of the company, such as marketing and sales, work based on their own perception of the world, just write to us at [email protected] — and we will come to you to develop a company strategy.
