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 on these KEY PERFORMANCE MEASURES or INDICATORS.

Within your response, include answers to the following questions:

2.2a. Action Plan Development and Deployment

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

HOW do you allocate resources to ensure accomplishment of your ACTION PLANS?

HOW do you ensure that the KEY changes resulting from your ACTION PLANS can be SUSTAINED?

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

HOW do you DEPLOY modified ACTION PLANS if circumstances require a shift in plans and rapid execution of new plans?

(3) What are your KEY short-term ACTION PLANS?

What are your KEY longer-term ACTION PLANS?

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

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

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

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

(4) What are your KEY human resource plans that derive from your short-term STRATEGIC OBJECTIVES?

What are your KEY human resource plans that derive from your longer-term STRATEGIC OBJECTIVES?

What are your KEY human resource plans that derive from your short-term ACTION PLANS?

What are your KEY human resource plans that derive from your longer-term ACTION PLANS?

(5) What are your KEY PERFORMANCE MEASURES or INDICATORS for tracking progress on 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?

HOW do you ensure that the MEASUREMENT SYSTEM covers all KEY STAKEHOLDERS?

2.2b. Performance Projection

For the KEY PERFORMANCE MEASURES or INDICATORS identified in 2.2a(5), what are your PERFORMANCE PROJECTIONS for your short-term planning time horizons?

For the KEY PERFORMANCE MEASURES or INDICATORS identified in 2.2a(5), what are your PERFORMANCE PROJECTIONS for your longer-term planning time horizons?

HOW does your PROJECTED PERFORMANCE compare with competitors’ PROJECTED PERFORMANCE?

HOW does it [your PROJECTED PERFORMANCE] compare with KEY BENCHMARKS, as appropriate?

HOW does it [your PROJECTED PERFORMANCE] compare with KEY GOALS, as appropriate?

HOW does it [your PROJECTED PERFORMANCE] compare with past PERFORMANCE, as appropriate?

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

Notes:

N1. Strategy and ACTION PLAN development and 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 and communicate directions;

• 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 your WORK SYSTEM needs and employee education, training, and development needs, and for implementing human resource-related changes resulting from ACTION PLANS;

• Category 6 for 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 and suppliers.

N3. MEASURES AND INDICATORS of PROJECTED PERFORMANCE (2.2b) might include changes resulting from new business ventures; business acquisitions or mergers; new VALUE CREATION; market entry and shifts; and significant anticipated INNOVATIONS in products, services, and technology.

For additional description, see 2.2 Strategy Deployment Description.

2005 ARTICULATED Item Links: 1.1 - 1.2 - 2.1 - 2.2 - 3.1 - 3.2 - 4.1 - 4.2 - 5.1 - 5.2 - 5.3 - 6.1 - 6.2 - 7.1 - 7.2 - 7.3 - 7.4 - 7.5 - 7.6 - P.1 - P.2