Quality Progress - July 2013 - (Page 64)

One GOOd Idea BY Ramon PeRdigao See If It Sticks A tool to measure strategy deployment Most organizations deploy strate- who are responsible for getting the gies top-down. However, managers often work done—perceive and respond don’t know if the approaches they use to to organizational strategies. deploy strategies are effective. The strat- The SDIPM measures strategic intention—management’s efforts trix (SDIPM) is a tool to help management in deploying strategies—and gauge how the workforce—the individuals strategic perception—how employees understand and respond Questions / to strategic intention. To conduct Table 1 Questions directed to leadership this analysis, staff and leadership should answer a set of questions 1. Is there a defined strategy? shown in Table 1 on a scale from 2. If so, is the strategy formally expressed? one to five (low to high). 3. Is the strategy formally communicated through different channels? 4. Is the strategy expressed by visual means (boards, newsletters and journals)? 5. Is the strategy a mandatory topic in management/staff meetings? 6. are there indicators to measure and support the strategy? 7. Is there a logical deployment of indicators that support the strategy? 8. are the indicators that support the strategy specific, measurable, achievable, relevant and timely (SMaRT)? 9. are indicators that support the strategy included in workforce performance plans? 10. are strategic indicators frequently assessed for their performance? Questions directed to employees These questions are designed 5 Good intention Poor perception Intention (leadership) egy deployment intention-perception ma- strategy deployment intention-perception matrix / FIGuRe 1 Good intention Good perception Strategy not deployed Strategy alignment Poor intention Poor perception Poor intention Good perception Strategy illusion Strategy confusion 2.5 to clarify what leadership thinks it is doing and what is really happening at the operational level. This approach is akin to asking two 0 2.5 Perception (workforce) 5 different audiences the same question and cross referencing their answers. After the questions are answered understanding of a strategy that likely does not even formally exist. through an organizationwide survey or a 4. Strategy alignment (top-right) is the series of interviews, an intersect point is category all organizations strive to plotted on the SDIPM, shown in Figure 1. be in. It indicates a strong top-down The SDIPM is comprised of four quad- strategy deployment approach and a rants: workforce that clearly understands the 1. Strategy not deployed (top-left) repre- strategy. sents an organization in which efforts The importance of aligning strategic intention and perception cannot be overstat- 1. Is the workforce aware of the strategy? from leadership in deploying the strat- 2. Can the workforce define the strategy? egy are evident, but the workforce’s ed. Employees who understand their or- 3. does the workforce receive relevant strategic information? perception is poor. ganization’s goals and objectives are more 4. do visual boards at the operational facility include the division's strategy? 5. does local management discuss the division's strategy with staff members? 6. does the workforce have indicators that relate to the strategy? 7. do the workforce’s indicators contribute to strategic objectives? 8. are the workforce's indicators SMaRT? 9. does the workforce feel like its indicators are meaningful to the strategy? 10. does the workforce work on indicators improvement when not performing? 64 QP • www.qualityprogress.com 2. Strategy illusion (bottom-left) reflects engaged in their daily activities because an organization that does not make priorities are clearly defined. The organiza- efforts to properly deploy its strategy tion benefits from mitigating confusion at and its workforce does not perceive the the ground level and focusing everyone’s strategy. efforts on what really matters. QP 3. Strategy confusion (bottom-right) shows an organization is not effectively deploying its strategy, yet its workforce’s perception ranks high. This could mean each employee in the organization may have his or her own RAMON PERDIGAO is a senior member of ASQ and a certified quality improvement associate. He earned an MBA from Athabasca University in Canada and works for a large steel manufacturer as a management systems manager. http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - July 2013

Up Front
LogOn
Expert Answers
Keeping Current
Mr. Pareto Head
Feeling Connected
Take Charge
Full View
Reinventing Excellence
Innovation Imperative
Measure for Measure
Quality in the First Person
Standards Outlook
Career Corner
Statistics Roundtable
ASQ's Continuing Education and Professional Development Directory
QP Toolbox
QP Reviews
One Good Idea

Quality Progress - July 2013

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