F.O.C.U.S. Resources - Lea Strickland CMA CFM CBM

Strategy aligns the organization across operations toward a specific objective or outcome. It enables the organization to make decisions on resource allocation, business opportunities, project alternatives, and financial goals during a specified period of time (usually 3 to 5 years).

A strategic objective needs to be specific, measurable, and quantifiable. When your strategic objective is set, all of the levels of the organization define roles, activities, and opportunities by whether or not they move the organization toward the stated objective and outcomes. Those activities that are necessary to core operations and those that move the organization toward the goal are the activities that happen. Anything else is a drain of resources away from the desired outcome.

TARGETS return to top

Targets are the specific "things" that the organization aims to achieve. They can be monetary, percentages, or any other measure, but they are clearly stated. They are what success or failure is measured against. Targets are set in a manner that enables the organization to understand, accept, and FOCUS on achieving the desired outcome.

A target may be a profitability goal, a customer satisfaction rating, or any other quantitative measure. Targets are achieved or they aren't. The organization may set a series of "sub-goals" that lead to a year-end target or simply set a year-end result. Whether targets are point in time measures or a series of measures, they need to be clearly set, stated, and communicated to all levels of the organization. When using multiple targets (different performance areas), like cost reduction percentage and customer satisfaction ratings, be careful that you don't establish conflicting signals - you may be able to reduce costs, but at what price for customer satisfaction.

ALIGNMENT return to top

Alignment means that every level of the organization clearly understands (and can communicate) the top organizational priorities and how its particular task or role fits into accomplishing those priorities. Everyone knows what to work on first, next, and so on by the priorities and objectives that have been set.

Alignment results from assigning specific roles and related deliverables at the individual, team, and group levels. Groups are often given tasks to accomplish; however, an individual in that group is ultimately accountable up-the-ladder and team members answer to that individual. Alignment includes accountability to get things done. In order for the organization to properly align, its members must be accountable and have the authority to act, direct, and lead. Clearly delineated roles with appropriate support and resources are necessary BEFORE you hold someone accountable for a result. Accountability aids in aligning the organization, so be sure to assign accountability appropriately and ensure that conflicting roles and deliverables are not created.

RESOURCES return to top

Resources are limited in every company. Setting priorities, defining roles and expectations, and establishing clear criteria for projects and the busines as a whole is necessary to properly utilize what you have.

In addition to managing the resources currently in place, it is critical to identify the gaps in capacity, skills, and abilities the organization will need to fill. This needs assessment depends upon the clear direction and targets set for the company. Every aspect of the business works hand-in-hand to achieve results come from the activities that are undertaken by the organization - by individuals and by groups. The results - good or bad - come from how well the organization is at communicating, executing, and integrating activities, while allocating and managing limited resources. Results are the product of what activities your organization engages in.

Resources include people, equipment, facilities, time, and money. Resources can be owned, borrowed, leased, or shared. Resources determine the capacity of the organization to do, act, and deliver to the customer.

Results are how resources are measured. Results are the comparator to targets that the organization set. Results are what individuals and teams are held accountable for. Did the desired result occur? Was the target achieved? If not, why not? If so, why? At what cost were targets met and missed?

TACTICS return to top

Tactics are the how of the business. These are the activities, events, and other aspects the organization engages in to achieve results and hit the targets to move the organization to the strategic objective.

Tactics are specific "campaigns" that the organization uses within the operating cycle to generate revenues, profits, and cash. They may be marketing campaigns, promotional incentives, payment discounts, or many other tools that various functional areas and business units utilize to connect with the customer or other stakeholder to achieve a specific outcome.

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