Strategy to execution – and back: it’s all about alignment

I recently wrote a paper sponsored by Software AG called Strategy To Execution – And Back, which you can find here (registration required). From the introduction:

When planning for business success, corporate management sets business strategy and specifies goals in terms of critical success factors and key performance indicators (KPIs). Although senior management is not concerned with the technical details of how business operations are implemented, they must have confidence that the operations are aligned with the strategy, and be able to monitor performance relative to the goals in real time.

In order to achieve operational alignment, there must be a clear path that maps strategy to execution: a direct link from the strategic goals in the high-level business model, through IT development and management practices, to the systems, activities and roles that make the business work. However, that’s only half the story: there must also be a path back from execution to strategy, allowing operational performance to be measured against the objectives in order to guide future strategy. Without both directions of traceability, there’s a disconnect between strategy and operations that can allow a business to drift off course without any indication until it’s far too late.

I cover how you need to have links from your corporate strategy through various levels of architecture to implementation, then be able to capture the operational metrics from running processes and roll those up relative to the corporate goals. If you don’t do that, then your operations could just be merrily going along their own path rather than working towards corporate objectives.

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