Item 2.2: Strategy Deployment (45 pts.)    Process

How do you deploy your strategy?

Describe HOW your organization converts its STRATEGIC OBJECTIVES into ACTION PLANS.

Summarize your organization’s ACTION PLANS and related KEY PERFORMANCE MEASURES or INDICATORS.

Project your organization’s future PERFORMANCE relative to KEY PERFORMANCE MEASURES or INDICATORS.

Within your response, include answers to the following questions:

2.2a. ACTION PLAN Development and DEPLOYMENT

a(1)  HOW do you develop [ACTION PLANS] and [HOW do you] DEPLOY ACTION PLANS to achieve your KEY STRATEGIC
        OBJECTIVES?

HOW do you ensure that the KEY outcomes of your ACTION PLANS can be SUSTAINED?

a(2)  HOW do you ensure that adequate financial and other resources are available to support the accomplishment of your ACTION
        PLANS?

HOW do you allocate these resources to ensure accomplishment of the PLANS?

HOW do you assess the financial and other risks associated with the PLANS?

HOW do you balance resources to ensure adequate resources to meet current obligations?

a(3) HOW do you establish [ACTION PLANS] and DEPLOY modified ACTION PLANS if circumstances require a shift in plans and rapid
       execution of new PLANS?

a(4)  What are your KEY short- and longer-term ACTION PLANS?

What are the KEY planned changes, if any, in your products and services and your CUSTOMERS and markets, and HOW you will operate?

a(5)  What are your KEY human resource plans to accomplish your short- and longer-term STRATEGIC OBJECTIVES and ACTION
        PLANS?

HOW do the plans address potential impacts on people in your WORKFORCE and any potential changes to WORKFORCE CAPABILITY and CAPACITY needs?

a(6)  What are your KEY PERFORMANCE MEASURES or INDICATORS for tracking progress on your ACTION PLANS?

HOW do you ensure that your overall ACTION PLAN MEASUREMENTS SYSTEM reinforces organizational ALIGNMENT?

HOW do you ensure that the MEASUREMENTS SYSTEM covers all KEY DEPLOYMENT areas and STAKEHOLDERS?

2.2b. PERFORMANCE PROJECTION

For the KEY PERFORMANCE MEASURES or INDICATORS identified in 2.2a(6), what are your PERFORMANCE PROJECTIONS for both your short- and long-term planning time horizons?

HOW are these PROJECTIONS determined?

HOW does your PROJECTED PERFORMANCE COMPARE with the PROJECTED PERFORMANCE of your competitors or COMPARABLE organizations?

HOW does it COMPARE with KEY BENCHMARKS, GOALS, and past PERFORMANCE, as appropriate?

HOW do you ensure progress so that you will meet your PROJECTIONS?

If there are current or PROJECTED gaps in PERFORMANCE against your competitors or COMPARABLE organizations, HOW will you address them?

Notes:

N1. Strategy and ACTION PLAN development and [ACTION PLANS] DEPLOYMENT are closely linked to other Items in the Criteria. The following are examples of KEY linkages:

• Item 1.1 for HOW your SENIOR LEADERS set [direction] and communicate direction;

• Category 3 for gathering CUSTOMER and market KNOWLEDGE as input to your strategy and ACTION PLANS and for DEPLOYING ACTION PLANS;

• Category 4 for MEASUREMENTS, ANALYSIS, and KNOWLEDGE management to support your KEY information needs, to support your development of strategy, to provide an EFFECTIVE basis for your PERFORMANCE MEASUREMENTS, and to track progress relative to your STRATEGIC OBJECTIVES and ACTION PLANS;

• Category 5 for meeting your WORKFORCE CAPABILITY and CAPACITY needs, for WORKFORCE development and LEARNING SYSTEM design and needs, and EMPLOYEE education, training, and development needs, and for implementing WORKFORCE-related changes resulting from ACTION PLANS;

• Category 6 for changes to WORK SYSTEMS and work PROCESS requirements resulting from your ACTION PLANS; and

• Item 7.6 for specific accomplishments relative to your organizational strategy and ACTION PLANS.

N2. DEPLOYMENT of ACTION PLANS (2.2a[1]) might include KEY PARTNERS, COLLABORATORS, and suppliers.

N3. MEASURES and INDICATORS of PROJECTED PERFORMANCE (2.2b) might include changes resulting from new ventures; organizational acquisitions or mergers; new VALUE creation; market entry and shifts; new legislative mandates, legal requirements, or industry standards; and significant anticipated INNOVATIONS in products, services, and technology.

For additional description of this Item, see 2.2 Strategy Deployment Description.