Mapping strategy to execution

Mapping strategy to execution

All to often we see the translation of strategy to execution fail. Tremendous amounts of time and executive effort go into creating and articulating strategy, yet the broad vision and directional guidance that this effort is supposed to generate tends to get "lost in translation" when it is handed down to the operating units to execute. In our work with executive teams we've developed a mapping approach to making this connection.

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Incremental misinterpretation of a corporate vision by the cascading hierarchy

Incremental misinterpretation of a corporate vision by the cascading hierarchy

A major problem in organizations is theincremental misinterpretation of a corporate vision by the cascading hierarchy of executives/managers/supervisors and workers as they attempt to translate a relatively abstract vision and strategy into specific "on-the-ground" tactics for each Function, Department and specific job within the organization. In other words, are the "ground level" tactics an accurate "reflection" of (i.e., are they aligned with) the vision/strategy?

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