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

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

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

(4)      What are your KEY human resource plans that derive from your short- and longer-term STRATEGIC OBJECTIVES and 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 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(5), what are your PERFORMANCE PROJECTIONS for both your short- and long-term planning time horizons?

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?

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 [directions] 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, collaborators, and suppliers.

N3. 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, services, and technology.

For additional description, see 2.2 Strategy Deployment Description.