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Resource Management Warning Flag 3 – Marginalizing Employee Contributions

StrategyDriven Resource Management Warning Flag ArticleAll employees need to feel their work contributes to and is valued by the organization. While leaders may express appreciation for an individual or group’s work effort, resource management programs sometimes unintentionally marginalize employee contributions. Doing so causes employee dissatisfaction, burnout, and unwanted attrition. Resource management and strategic planning programs must therefore be carefully constructed so as to not unintentionally marginalize employee effort.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Portfolio Management Warning Flag 1 – Management Distractions

At times, organizations undertake ‘bet the company’ projects, initiatives so risky because of their sheer size, strategic importance, and/or operational impact that the project’s failure could bankrupt the company. ‘Bet the company’ projects necessarily demand heightened management awareness and focus, however, excessive diversion of leadership’s attention to these types of projects and away from others and/or day-to-day operations could also jeopardize the organization.


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Source Data Manipulation

All organizational performance measurement systems rely foundationally on their source data. And like a house built on sand, these performance measurement systems fail if their source data becomes corrupt.


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Strategic Planning Warning Flag 2 – Near-Term Focus

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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Additional Information

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.