Decision-Making Model – Opportunity & Problem Statement Development

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The Opportunity & Problem Statement Development model compliments StrategyDriven's decision-making best practices Identify the Target and Multidiscipline Teams by illustrating the often complex, multifaceted nature of organizational opportunities and challenges and how cross-functional teams are needed to ensure full understanding and appropriate response is taken to maximize benefits or minimize losses.

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Decision-Making Model – Decision Alignment Model

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Credibility of the organization’s mission and values depends largely on management decisions that exemplify them. Maintaining credibility includes strong reinforcement of mission goals and organizational values when decisions are made that affect cost, production, and/or schedule.

Consistency between leadership’s decisions and the organization’s mission and values is vital in light of today’s growing production pressures. Whereas personnel attitudes and actions reflect those of their supervisors, all executives and managers must continuously reinforce their commitment to the organization’s mission and values, particularly through their decisions. It is only when personnel perceive management’s commitment as unwavering that their day-to-day decisions and activities will align with the organization’s overarching objectives.

The StrategyDriven Decision Alignment Model is an easy-to-use tool that helps leaders assess the consistency of their decisions with the organization’s mission including identification of outcome misalignment causes.

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Evaluation & Control Program Model – Information Development Model

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The Information Development 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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Organizational Performance Measures Whitepaper – Selection

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Performance measures serve as one of the most powerful drivers of organizational behavior. People respond to performance measures because they clearly establish standards and goals, provide routine and often public feedback, and are both generally and specifically consequential. A properly structured measurement system aligns management decisions and workforce actions to the achievement of the organization’s mission. Structured improperly, performance measures become one of the most destructive forces a company unknowingly unleashes upon itself.

Performance measure selection is a critical process because its outcome ultimately defines what executives, managers, and employees will work toward. To ensure members at all levels the organization work toward the same objectives, performance measures should vertically cascade from one hierarchical tier to the next. Similarly, horizontally shared performance measures facilitate cross organization collaboration a comparison focused on enhancing overall organization performance.

In this whitepaper, you'll learn how to select performance measures appropriate for each level of the organization that simultaneously aligns the workforce to the efficient achievement of the mission goals.

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Organizational Performance Measures Whitepaper – Construction

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Constructing organizational performance measures addresses the practical side of building vertically cascaded and horizontally shared measures based on the principles discussed in earlier documents. Because performance measures facilitate decision-making within an organization, their construction is highly influenced by the needs of executives and managers in making decisions regarding the parameters being reflected by the measures. Therefore the qualities described herein focus on enhancing performance measure interpretation to speed condition recognition and promote appropriate, proactive response.

In this whitepaper, you'll learn the principles of constructing high quality performance measures that support vertical cascading and horizontal sharing among organizational units. Note, however, that this document does not address the complex statistical properties associated with some performance measures. Knowledge of these principles is best obtained through formal training.

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