It’s tough, and it’s even tougher when it’s not supported by a system that streamlines strategic activity and institutes rigor into the process. Our approach takes a complex idea and translates it into language that can quickly and succinctly be communicated at every level of an organization.
It works because it’s strategy, made simple.
5% of the work force, on average, understands their company’s strategy.
25% of managers have incentives that are linked to the successful execution of strategy.
60% of organizations fail to link their budgets to their strategy.
85% of executive teams spend less than one hour per month discussing strategy.
Strategy brings visibility and accountability to the core objectives of the organization, and ensures activities are aligned to the financial goals. It’s about making the tough choices for those key activities that deliver the objective. As hard as a good strategy is to develop, executing is even harder.
OGSM is a strategy model that transforms objectives, goals, strategies and measures into actionable, executable plans popularized in the 1980s by Procter & Gamble as a means of aligning their global organization. ArchPoint is the leader in OGSM methodology and delivery and has helped hundreds of organizations – large and small – make the complex simple by harnessing the power of OGSM.
The process is grounded in a solid assessment of the current state of the business, clear and realistic growth expectations, and a list of capabilities needed to deliver the plan.
ArchPoint’s process doesn’t start with strategy—it starts with an honest assessment of both the internal organization and external influences on the business.
The development of a strategic plan is only the beginning—for true success, leaders must be aligned on the priorities and communicate how each employee in the organization contributes.
Achieving strategic success oftentimes requires reallocating resources and designing new competencies to fill capability gaps. It also potentially requires choosing to spend time on different activities to achieve different results. Capabilities and activities typically fall within the following areas:
The most difficult step in this process is execution. The strategy must remain a central focus for the organization. Leaders must manage unexpected challenges, guide the team through stages of change and keep team members aligned to deliver the plan.
Although the questions are simple, many times the answers are not obvious. Our experience allows us the ability to focus on what matters – getting through internal presumptions to uncover the right choices for the business.