Moving the Strategic Agenda into Actionable Initiatives

Abstract

In Chapter 1 of this book, we discussed the process of strategic planning and the role of the individual. The dialogue in Chapter 2 examined the methods available to develop strategic thinking within an organization from small venture to large transnational corporations. The essence of this chapter is to combine these two concepts into a variety of approaches to make the new strategy process a reality, simply by making it actionable. Many individuals become frustrated by the topic of action and strategy; this is especially true when just after attending a seminar on the subject they find themselves at the office on the following day unable to apply the principles of strategy within their organization. This raises important questions on how an organization gets started developing a process for strategy? What are the means to implement it? How to establish measures to understand its effectivity? Corporations large and small must create a strategic action agenda which simply ranks and rates the strategic intentions of their business units relative to the goals and objectives of the total corporation.