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Strategic Analysis Best Practice 3 – Identify the Hidden Drivers (Continued)
Simply put, people tend to behave in the manner for which they receive reinforcement. There often exists both documented and undocumented performance drivers that exert unintended pressure on individuals to act in ways counter to achieving the organization’s mission goals. As a continuation of Strategic Analysis Best Practice 3 – Identify the Hidden Drivers, this article expounds on several common hidden performance drivers and how they may adversely impact mission achievement.
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Standardized activity resource assumptions enable decision-makers to anticipate the quantity and type of resources needed to perform approved work; facilitating selection between competing alternatives, long-term resource planning, day-to-day scheduling, and performance measurement. Over time however, personnel, process, and business environment changes will necessitate reevaluation and alteration of the organization’s standardized activity assumptions. To accommodate these changes and maintain the benefits of using standardized assumptions requires establishment and use of a change control process.
An individual’s perception of circumstances and events is largely shaped by his/her knowledge and experience, beliefs, values, and biases. In the organizational setting, this perception is influenced by the organization’s shared history, its culture, and the individual’s relationships with seniors, peers, and subordinates. Additionally, event perception is often limited by the individual’s finite, relevant knowledge and experience, as well as his/her employment impact concerns and desire for self-promotion. To be effective, a strategic analysis must be free of the impairments and limitations individuals within the organization have when assessing internal events and impactful external circumstances.
Executives and managers maximize their company’s value when they focus the efforts of the entire workforce on the organization’s prioritized mission goals and supporting objectives. Some executives and managers, by making the mission measurable, prioritizing those measures, and sharing accountability for identifying and executing the most value adding initiatives, ensure their workforce focuses on those activities that maximize the organization’s overall value. In other organizations, planning and/or execution shortfalls allow the pursuit of initiatives that do not optimally support mission achievement; diminishing the organization’s value creation capacity. While many factors result in misaligned focus at all levels of the organization, one in particular, the failure to align the organization’s programs, budgets, and procedures to the mission’s prioritized goals and supporting objectives is the most devastating.
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