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Strategy is a meaningless word! |
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Whenever "Strategy" is discussed, as often as not it is has as many meanings as there are people in that discussion.
My hypothesis is that..."Strategy is a meaningless word unless what is meant by "strategy" firstly, is clearly defined and understood (e.g. is it our plan, our approach, our task list, our method? etc.) and secondly, which strategy is under discussion (our solution implementation "strategy"; our marketing "strategy"; training and development "strategy"; our organisational "strategy"; etc.)".
Sadly, these two elements become confused and are used synonymously.
When this happens the following scenario plays out..."the CEO "sees" elements of the manufacturing "strategy" as he discusses how waste, for example, is eroding manufacturing productivity; the Manufacturing Manager on the other hand "sees" the steps (a plan) he must take to identify the root cause of the waste issue and eliminate or minimise its effects (an initiative).
Typically, how these elements contribute causally to the organisational "strategy" is not known.
Typically, its not known because the "Organisational Strategy" is NOT articulated logically or causally!! |
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Business Performance Management Differs Radically from Performance Management... |
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Business Performance Management differs radically from Performance Management - even though the two terms are often used interchangeably.
Usually, only the context provides any clue as to what is really meant!
Even then, unless the user actually can distinguish between the two, their respective meanings often become confused, eventually degenerating towards a meaning that equates to an individual performance appraisal system.
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