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
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
to strategic intention. To conduct
Questions directed to leadership
this analysis, staff and leadership
should answer a set of questions
Is there a defined strategy?
shown in Table 1 on a scale from
If so, is the strategy formally expressed?
one to five (low to high).
Is the strategy formally communicated
through different channels?
Is the strategy expressed by visual
means (boards, newsletters and
Is the strategy a mandatory topic in
are there indicators to measure and
support the strategy?
Is there a logical deployment of
indicators that support the strategy?
are the indicators that support the
strategy specific, measurable, achievable,
relevant and timely (SMaRT)?
are indicators that support the strategy
included in workforce performance
10. are strategic indicators frequently
assessed for their performance?
Questions directed to employees
These questions are designed
egy deployment intention-perception ma-
matrix / FIGuRe 1
to clarify what leadership thinks it
is doing and what is really happening at the operational level. This
approach is akin to asking two
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
workforce that clearly understands the
1. Strategy not deployed (top-left) repre-
sents an organization in which efforts
The importance of aligning strategic intention and perception cannot be overstat-
Is the workforce aware of the strategy?
from leadership in deploying the strat-
Can the workforce define the strategy?
egy are evident, but the workforce’s
ed. Employees who understand their or-
does the workforce receive relevant
perception is poor.
ganization’s goals and objectives are more
do visual boards at the operational
facility include the division's strategy?
does local management discuss the
division's strategy with staff members?
does the workforce have indicators that
relate to the strategy?
do the workforce’s indicators contribute
to strategic objectives?
are the workforce's indicators SMaRT?
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
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
Table of Contents for the Digital Edition of Quality Progress - July 2013
Mr. Pareto Head
Measure for Measure
Quality in the First Person
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One Good Idea
Quality Progress - July 2013