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A balanced scorecard is a strategy performance management tool – a well-structured report used to keep track of the execution of activities by staff and to monitor the consequences arising from these actions. [1]
For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management ...
Key issues, elements, and needs of strategy must be translated into objectives, action plans, and “scorecards” and this translation is an integral and vital part of the execution process. Developing this set of clear objectives, that relates logically to the strategy and how the organisation plans to compete, is an important aspect of an ...
The test scenario establishes test conditions. This is typically associated with a specific mission profile. For military systems, this would be a combat scenario, and it may involve Live Fire Test and Evaluation (LFT&E). For commercial systems, this would involve a specific kind of situation involving the use of the item being developed.
Aspects of a business represented by a business architecture diagram [1]. In the business sector, business architecture is a discipline [citation needed] that "represents holistic, multidimensional business views of: capabilities, end-to-end value delivery, information, and organizational structure; and the relationships among these business views and strategies, products, policies ...
Porter suggested combining multiple strategies is successful in only one case. Combining a market segmentation strategy with a product differentiation strategy was seen as an effective way of matching a firm's product strategy (supply side) to the characteristics of your target market segments (demand side). But combinations like cost ...
Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business". [14] Henry Mintzberg wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what ...
GCCS supports six mission areas (operations, mobilization, deployment, employment, sustainment, and intelligence) through eight functional areas: threat identification and assessment, strategy planning aids, course of action development, execution planning, implementation, monitoring, risk analysis, and a common tactical picture.