There are 52 weeks in a year. So a full-time employee works 52 weeks in a year, right? Wrong!
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For the purposes of personnel resource estimation, what is an individual worth? The answer may seem obvious. A full-time equivalent (FTE) or full-time employee is typically considered to be ‘worth’ 2000 hours of labor per year; calculated as the product of fifty, 40 hour work weeks.
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Solutions addressing today’s multifaceted business challenges and opportunities can be extremely difficult to recognize; the ever increasing pace of change within the business environment further complicating this problem. In order to successfully deal with this challenge, decision-makers need the support of people and tools to help them distill large quantities of data, recognize important business trends, discount temporary fads, and translate their findings into meaningful organizational activities. Because no one analysis perspective will adequately account for all of the important nuances associated with a complex problem, multidiscipline teams and diverse tools should be employed to establish a complete picture organizational performance and environmental conditions. Use of a diverse set of models during the strategic analysis process helps create this needed picture.*
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Executives and managers maximize their organization’s value through transformative change brought about by the effective execution of a long-range plan. Some executives and managers, by setting long-term goals, the achievement of which is supported by a tactically flexible long-range plan, establish the conditions necessary for their organization to realize the significant benefits of transformative change. In other organizations, executives and managers concern themselves with small incremental improvements, eliminating the possibility of attaining the breakaway successes of truly great organizations.
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The following StrategyDriven recommended best practices are designed to reduce the likelihood of near-term planning while simultaneously fostering mission-based planning.
StrategyDriven contributors have created several illustrations to visually depict the mission to programs, budgets, and procedures alignment. The Strategic Alignment Model highlights the alignment that should exist between an organization’s mission and its programs, budgets, and procedures. The Strategic Organizational Alignment Model reveals the typical executive and managerial responsibilities associated with identifying, reaffirming, and translating the organization’s mission into goals and objectives and then into programs, processes, and procedures.
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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Episode 13 – Introduction to Strategic Analysis serves as a foundation for the upcoming series of podcasts focused on the best practices associated with strategic analysis. This discussion:
defines what a strategic analysis is
describes the components of this in-depth examination of the organization and its business environment
identifies how strategic analysis helps an organization become more strategy driven