In our work with organizations around the world, one of the first questions Oliver Wight Business Advisors ask their employees is, “what is your company’s strategy for the business?” More often than not, they don’t know.
Unsurprisingly, the realization that their own people are largely unaware of the company’s business strategy can be a tremendous source of frustration for executives. The problem is that while companies typically invest considerable time and money on developing a strategy, they often fail to operationalize it through their Integrated Business Planning process. Conversely, when an organization has properly integrated its strategy into the IBP processes, its employees at all levels are able to immediately and consistently repeat the company’s objectives.
In this white paper, the first of seven in the Oliver Wight Strategy Deployment series, we show how to integrate the corporate strategy with operations by cascading it down the organization through the creation of individual strategies and plans at the business unit and functional levels.
To illustrate this, the white paper uses an anonymous but real-life example of how the president and executive team of a large manufacturing organization worked with Oliver Wight to successfully connect the business strategy to execution, using Integrated Business Planning for its deployment.
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