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Matrix Management Wiki

5J. Strategy Execution

  • 5J1. Every organization should have both a business and an organizational strategy.
    • 5J1i. The business strategy is externally focused.
    • 5J1ii. The organizational strategy is internally focused.
  • 5J2. Both strategies start with defining the strategic intentions.
    • 5J2i. Strategic intentions are broad-based goals without specific targets associated with them.
      • 5J2ia. There are no deadlines or budgets attached to strategic intentions.
      • 5J2ib. An example would be to enter a new market or adopt Matrix Management 2.0.
    • 5J2ii. The strategic intentions are a commitment by the entire leadership team.
    • 5J2iii. There should be no more than about six strategic intentions.
      • 5J2iiia. The recommended amount would be three. Fewer is better.
    • 5J2iv. The leadership team does not need to know how the intentions will be realized, but it does need to believe that it is possible.
  • 5J3. The ESC translates the intentions into strategic goals.
    • 5J3i. These goals need to be achievable.
    • 5J3ii. The time horizon of these goals should be three to five years for most businesses.
    • 5J3iii. The ESC owns these goals.
    • 5J3iv. The ESC prioritizes these goals.
  • 5J4. The strategic goals are then decomposed by the Sector and Vector Steering Councils into sector/vector goals.
    • 5J4i. The sector or vector goals need to be achievable and aligned with the strategic intention.
    • 5J4ii. The sector/vector goals are prioritized in line with the priorities of the strategic goals.
      • 5J4iia. Every goal or deliverable decomposed from the strategic goals carries the priority of the strategic goal.
  • 5J5. Operational Steering Councils further decompose the goals into deliverables, to be produced by deliverable or project teams.
  • 5J6. Business process and project steering oversight ensure that the deliverables are produced, and thus strategy is executed.