Baldrige Criteria Item 2.2 - Strategy Deployment

2010 Baldrige Criteria - Item 2.2 (Strategy Deployment) - Integrated Version

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, HOW they are DEPLOYED,  and KEY ACTION PLAN PERFORMANCE MEASURES or INDICATORS. Project your organization’s future PERFORMANCE relative to KEY COMPARISONS on these PERFORMANCE MEASURES or INDICATORS. Within your response, include answers to the following questions: 2.2a. ACTION PLAN Development and DEPLOYMENT (1)   What are your KEY short- and longer-term ACTION PLANS? What are the KEY planned changes, if any, in your products, your CUSTOMERS and markets, and how you will operate? (2)   HOW do you develop and DEPLOY ACTION PLANS throughout the organization to your WORKFORCE and to KEY suppliers and PARTNERS, as appropriate, to       achieve your KEY STRATEGIC OBJECTIVES? HOW do you ensure that the KEY outcomes of your ACTION PLANS can be SUSTAINED? (3)   HOW do you ensure that financial and other resources are available to support the accomplishment of your ACTION PLANS, while meeting current obligations? HOW do you allocate these resources to support accomplishment of the PLANS? HOW do you assess and manage the financial and other risks associated with the PLANS? (4)   HOW do you establish and DEPLOY modified ACTION PLANS if circumstances require a shift in plans and rapid execution of new plans? (5)   What are your KEY human resource or WORKFORCE 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? (6)   What are your KEY PERFORMANCE MEASURES or INDICATORS for tracking achievement and EFFECTIVENESS of your ACTION PLANS? HOW do you ensure that your overall ACTION PLAN MEASUREMENT SYSTEM reinforces organizational ALIGNMENT? HOW do you ensure that the MEASUREMENT 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 longer-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? 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 PLAN] 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 organizational 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 MEASUREMENT, 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 for implementing WORKFORCE-related changes resulting from ACTION PLANS; • Category 6 for changes to CORE COMPETENCIES, 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. 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, and technology.

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

EXCELLENCE RESOURCES

BALDRIGE  STORE

TRAINING

BEST PRACTICE PROCESSES

CRITERIA RESPONSE TEMPLATES

APPLICATION SUPPORT

BALDRIGE INTERNATIONAL

SEMINARS CONFERENCES

INTEGRATED EXCELLENCE SYSTEMS

EXCELLENCE TOOLS

INTEGRATED CRITERIA

CONSULTING

ASSESSMENT

COMPARISON BENCHMARK METRICS

CASE STUDIES

SITE VISIT PREP

BALDRIGE INTEGRATOR

ABOUT US

Thank you for using the only truly integrated form of the Baldrige Criteria anywhere.  Paul Steel