Professional Documents
Culture Documents
Student Version
Copyright ®2012 The McGraw-Hill Companies, Inc. McGraw-Hill/Irwin
PROMOTING GOOD STRATEGY
EXECUTION
♦ Allocating resources to the drive for good strategy
execution.
♦ Instituting policies and procedures that facilitate strategy
execution.
♦ Using process management tools to drive continuous
improvement in how value chain activities are performed.
♦ Installing information and operating systems that enable
personnel to carry out their strategic roles proficiently.
♦ Using rewards and incentives to promote better strategy
execution and the achievement of strategic and financial
targets.
11–2
INSTITUTING POLICIES AND
PROCEDURES THAT FACILITATE
STRATEGY EXECUTION
11–3
USING PROCESS MANAGEMENT
TOOLS TO STRIVE FOR CONTINUOUS
IMPROVEMENT
Benchmarking
Best Process
Practices Reengineering
Managing for
Continuous
Improvement
11–4
Reengineering the Organization
11–5
Achieving Continuous Improvement
11–6
A Statistical Approach to Achieving
Continuous Improvement
11–7
The Difference between Business Process
Reengineering and Continuous Improvement
Top-notch
Business Strategy Continuous
Process Execution and Improvement
Reengineering Operating (TQM, Six Sigma)
Excellence
11–8
Capturing the Benefits of Initiatives
to Improve Operations
11–9
INSTALLING INFORMATION AND
OPERATING SYSTEMS
Employee data
Operations data Supplier/partner/
collaborative ally data
11–11
TYING REWARDS AND INCENTIVES
TO STRATEGY EXECUTION
11–12
Striking the Right Balance between
Rewards and Punishment
Performance
11–13
Linking Rewards to Strategically Relevant
Performance Outcomes
11–14
Guidelines for Designing Effective Incentive
Compensation Systems
11–15