领导

有效的战略管理始于领导力. 美国运通首席执行官Ken Chenault说 “我的角色是定义现实并给予希望.” 领导者质疑假设, 用新的方式看待问题, 并为未来创造一个清晰的愿景. 在战略管理的背景下, leadership includes the following traits: a) leaders set a clear and consistent 愿景 or “picture of the future” of the organization; b) leaders are pro-active in preparing the organization for the future; c) leaders are visible and engaged to ensure that staff understand the common 愿景 and can translate it into terms relevant to their roles; d) leaders “walk the talk” in exemplifying the values, ethics and 政策 of the organization; e) leaders don’t micromanage, but trust and encourage employees to contribute their ideas and grow in their careers; f) leaders “walk around” and work alongside staff to encourage teamwork.

现在很多员工都被认为是“知识工作者”——他们被雇佣是因为他们的思维能力. 在这种环境下，员工想知道 为什么 他们被要求做作业. 因此，战略管理导致增加员工授权和减少“命令和控制”管理.

文化与价值观

“领导者以身作则，不管他是否愿意.” (作者未知). 这个维度指的是组织内部的文化和价值观, 它还涉及领导者和员工对既定价值观的共同理解和共识. 大多数组织都会发布一份价值观声明，上面列有一系列的美德词汇. 区分成熟度的是这些价值观传达的程度, 被领导和所有员工理解和实践. Evidences of of mature workforce culture and values include: a) thoughtful applications of change management principles and practices by the leadership; b) the degree of ownership that employees feel for the 愿景 and values of the organization; c) their degree of participation in shaping the organization’s culture and ways of working; d) the level of trust, 透明和自由地坦诚沟通, as opposed to a culture of fear and denial; e) the degree of flexibility and willingness to change to align to  new strategic priorities; f) the level of awareness and consistency of adherence to stated values and 政策.

战略思维和规划

“我想了又想，想了几个月、几年. 有99次，结论是错的. 第一百次我是对的.” (爱因斯坦). 战略发展不是一个“食谱”过程. 这是一项具有挑战性的启发式任务，需要战略思维. Strategic thinking involves several traits: a) the ability to use consistent definitions of planning terms and to understand their distinctions; b) awareness of the distinctions between project planning and strategic planning; c) the ability to discuss and describe items in plans at the appropriate “strategic altitude”; d) awareness of the dynamic system effects in organizations, such as 延迟 and feedback; e) openness to new ideas and encouragement of creativity and innovation; f) openness of the planning process to a team of employees of various ranks and 功能; g) degree to which alternative strategies and scenarios are considered; h) linkage of strategic planning to budgeting; i) ability to write and speak with clarity and simplicity. 战略思维程度的证据可以在组织的战略规划文件中找到.

对齐

“要想成功，你必须把心放在生意上，把生意放在心里。”. (老托马斯·沃森.)对齐指的是 战略联盟即组织的人员和资源集中于战略的程度. 结盟的反义词是“混乱”。, 在经理, 计划和项目的目标不同，缺乏共同的愿景, 导致能源浪费, 延迟, 冲突和困惑.  可以统一的组织特征包括:价值观, 愿景, 任务, 战略计划, 预算, 政策, 程序, 功能, 主题, 目标, 信息标准和组织结构. 对齐 measures the degree to which: a) people at all levels are motivated by a common 愿景 and strategy; b) people understand that supporting the strategy is their job; c) people are self-motivated, 不仅仅是遵守规则.

性能测量

“没有指标，管理者就只是看门人.” (江淮Fitz-Enz). 如果没有绩效指标或措施，管理者就会“盲目行事”。. 因此，到目前为止，大多数组织都学会了衡量一些事情, 要么是为了操作性能，要么是为了遵从外部涉众的需求. 但战略绩效衡量或指标与战略计划保持一致，而不仅仅是日常运营和产出, 而是与组织愿景相关的战略成果. 在战略绩效指标中寻找的特征是a)源自战略并与战略保持一致的指标, not just “KPI’s” for operations; b) metrics that focus on outcomes and results, 不仅仅是花钱, 任务完成了, or outputs delivered; c) metrics that use appropriate ratios, sample sizes and other features in order to be more meaningful; d) metrics that are measured and reported frequently enough to drive decision making; e) “team” and “organization” performance, not only individual performance is being tracked; f) a balanced set of metrics that cover a range of different dimensions including not only financial data but also customer satisfaction, 组织的内部过程性能和能力.

绩效测量还包括对管理绩效信息的技术使用情况的评估. 用于数据收集的电子表格和纸质文档仅适用于最小的数据, 局部组织. 在大多数现代组织中，性能数据的收集和分发需要网络上的IT系统, 设置允许适当的用户及时查看他们需要的数据以做出决策. 最终用户得到的程度很快, 可靠地获取相关信息, 因此，高质量的数据成为战略管理成熟的另一个方面.

绩效管理

“最不满意的客户是你最大的学习资源.” (比尔·盖茨). 收集数据是一回事，有效地利用数据是另一回事. 绩效管理处理的是在决策过程中使用绩效指标的程度. Features to look for are a) recognition of the organization as a dynamic system; b) the use of feedback loops – so managers get to see the results of their decisions; c) managers are able to change things based on timely reporting; d) strategic performance measures are available to test the strategy; e) leaders
have placed the entire organization into a “learning loop” so that they can validate their 愿景; f) ultimately the organization is learning what works to satisfy customers and improve the organization. 领导者和管理者认为他们掌握决策所需信息的程度决定了绩效管理的水平.

过程改进

“商业中使用的任何技术的第一条规则是，将自动化应用于有效的操作将放大效率。. 第二，将自动化应用于效率低下的操作将会放大效率低下.” (比尔·盖茨). 策略管理的角色是确定彩神大发app下载整个组合中哪些流程最需要改进(做正确的事). 这需要战略的投入, 在短期和长期内，为最具战略意义的过程的计划改进分配资源的通知是什么.

Process improvement includes an assessment of a) the organization’s knowledge about its strategically important work processes; b) how well these processes are being improved updated and documented; c) how efficiently these processes perform compared to industry benchmarks; d) skills, practices and technologies used to improve process quality and efficiency; e) knowledge of core competencies and capacities of the organization and how well they are employed in running the processes; f) the level of employee awareness of customers and their expectations; g) existence of contingency plans for future risks, 比如灾难, 资金短缺, 领导权继承.

策略管理的可持续性

“Thought is the blossom; language the bud; action the fruit behind it.” (拉尔夫·沃尔多·爱默生)组织战略管理的可持续性由以下几个方面来定义:a)组织如何很好地保持其对战略愿景的关注, plans and initiatives; b) people, 系统, and communication activities are in place to maintain the momentum of desired change; c) a sense of urgency in the staff and workforce; d) reward and recognition 系统 that support efforts to motivate employees to do the right things; e) presence of “champions” to keep the workforce informed about the strategic priorities and levels of performance that are desired; f) presence of an “Office of Strategic Management” to deploy the strategy and track performance; g) degree to which strategic management has been institutionalized, 所以"战略是每个人的工作". 当达到较高的成熟度时, 组织处于不断学习和改进的过程中.

对于这八个维度中的每一个, 战略管理成熟度有五个级别(参见下面的图1):级别1:特设和静态, 第2级:反应性, 第三级:结构化和前瞻性, 第四级:管理和专注, 第5级:持续改进. 您可以通过对战略管理成熟度的五个级别中的每一个级别的绩效进行评分来评估您的组织.

级别1:Ad Hoc和Static

这一层次的组织的特点是，它们目前不做任何正式意义上的战略规划或管理, 倾向于只在战术或操作层面上以一种特别的和不受控制的方式进行计划的, 通常是由高级管理层闭门讨论. 领导者把大部分时间都花在处理运营问题上 “灭火” 永远不要谈论长期战略.

第2级:反应性

这一级组织的特点是正在应用有效规划和战略绩效管理的一些要素, 只是以一种不一致的方式，往往是糟糕的结果. 规划纪律不太可能是严格的, 只有在对事件作出反应或暂时取悦某个领导人时才会发生. 这些组织可能会衡量绩效，甚至用绩效来惩罚表现不佳的人, 但这些活动往往是由个人完成的，以满足常规的政策需要，而没有得到认真对待.

第3级:结构化 & 积极主动的

这一层次的组织的特点是，有正式的结构和过程来全面和主动地参与战略计划和管理. 这些活动在相当规律的基础上发生，并随着时间的推移在一定程度上得到改善. 测量在一定程度上与战略保持一致，并且认真对待员工责任.

第4级:管理 & 集中

这一层次的组织的特点是战略驱动组织的焦点和决策制定. 组织范围内的标准和方法被广泛地用于战略管理. 领导者正式地让员工参与到过程和测量中来 & 负责任的工作文化有助于推动组织的战略成功.

第5级:持续改进

这一层次的组织的特点是，战略规划和卓越管理嵌入到组织的文化中，并在正式意义上不断改进. 这意味着性能被评估, 组织首先分析它是如何实现其战略目标的，然后研究战略规划和管理过程的有效性，并根据需要进行调整. 卓越的战略管理驱动着组织的竞争优势或绩效成功.