From Business Strategies to Operations: How to Align Execution with Strategic Plans
Very little attention has been given to "operationalizing" business strategies until recently. In fact, many companies are just starting to wrap their heads around the importance of determining the "how" behind leveraging their supply chains and customer services to achieve business goals and strategies.
As this topic gains momentum, business leaders are concerned with alignment and how execution can best be used as an enabler of business strategies - rather than as an inhibitor.
Executives are typically asking five important questions. Are you seeking answers to these questions as well?
- Our operations and supply chains are not dynamic or flexible enough to change with our new strategies. What should we do?
- We often set targets for margin improvements that our supply chains cannot meet. How can we perform better?
- Our business strategies are focused more closely than ever on our markets and our products, but our operations do not differentiate us from competitors, thus we fight to hold our share. Aren't there ways to compete with operations?
- Our organization hampers our strategies. How can we get departments to work together better?
- Why is it that our inventories are either too high or often in the wrong stocking locations, and we incur high costs just to meet demand? Can't we better align our sales and operations processes? How do we become more demand-driven?
The first step to finding answers to these questions is by downloading Tompkins International's new paper, From Business Strategies to Operations: How to Align Execution with Strategic Plans. The paper explores the approaches and solutions to aligning execution with your strategic plans. Consider it as your critical resource for being a successful differentiator in the market for 2014.