Standardized activity resource assumptions enable decision-makers to anticipate the quantity and type of resources needed to perform approved work; facilitating selection between competing alternatives, long-term resource planning, day-to-day scheduling, and performance measurement. Over time however, personnel, process, and business environment changes will necessitate reevaluation and alteration of the organization’s standardized activity assumptions. To accommodate these changes and maintain the benefits of using standardized assumptions requires establishment and use of a change control process.
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Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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Decision-makers and implementers must clearly understand the desired opportunity or problem outcomes in order to effectively select and execute appropriate actions. Without a well defined focal point, decision-makers and implementers risk selecting and performing either inefficient or inappropriate actions; expending resources on low value adding activities thereby diminishing an opportunity’s benefits or increasing a problem’s adverse impacts. Clear, concise opportunity and problem statements enable decision-makers to more readily identify the appropriate solution alternative and give implementers a target against which they can judge the effectiveness of their actions.
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Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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StrategyDriven contributors are pleased to announce the release of our sixth model: Information Development Model. This model illustrates the evolution of raw statistical data collected from business operations and the marketplace into highly refined information that provides executives and managers with the insights necessary to set strategic direction and establish day-to-day priorities.
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While it might sound cliche, there exists a significant truth to the phrase, actions speak louder than words. As individuals, we all hold certain values, beliefs, and biases which guide our decisions and subsequently our actions. So strong and yet so unperceivable are these convictions that on a day-to-day basis our reactions and responses to hundreds of seemingly benign situations are defined by them. Therefore, an individual’s values, the beliefs, and biases can be interpreted and understood by observing the individual’s actions.
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Additional information regarding organizational roles, responsibilities, and the propagation of values through performance measures, processes, procedures, and behavioral reinforcement can be found in the StrategyDriven model Strategic Organizational Alignment.
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
An individual’s perception of circumstances and events is largely shaped by his/her knowledge and experience, beliefs, values, and biases. In the organizational setting, this perception is influenced by the organization’s shared history, its culture, and the individual’s relationships with seniors, peers, and subordinates. Additionally, event perception is often limited by the individual’s finite, relevant knowledge and experience, as well as his/her employment impact concerns and desire for self-promotion. To be effective, a strategic analysis must be free of the impairments and limitations individuals within the organization have when assessing internal events and impactful external circumstances.
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Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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Resource Projection Best Practice 3 – Controlling Assumption Changes
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Decision-Making Best Practice 4 – Identify the Target
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The StrategyDriven model, Opportunity & Problem Statement Development model, illustrates the need for an appropriately qualified multidiscipline team when making complex decisions. The Opportunity & Problem Statement Development model can be accessed and downloaded by clicking on the links provided within this post and from the StrategyDriven Models webpage.
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New Model Release – Information Development Model
/in Evaluation & Control Program/by StrategyDrivenOrganizational Accountability – Evaluating Organizational Culture, part 1
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Additional information regarding organizational roles, responsibilities, and the propagation of values through performance measures, processes, procedures, and behavioral reinforcement can be found in the StrategyDriven model Strategic Organizational Alignment.
About the Author
Strategic Analysis Best Practice 4 – Independent Assessors
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