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Tactical implementation plans and tactical objectives

n Have all business units reported on their contribution to achieving
the strategy in terms of clear and precise tactical objectives?

n If all objectives are achieved will the strategy be achieved?
n Are all tactical plans clearly specific, measurable, achievable,

realistic and time-framed?
n All responsibilities clearly allocated including personal and

departmental accountability, support plans from other
departments/business units, communication plans, authority levels
for essential expenditure and feedback, evaluation and review?
n Have all duplications of responsibility and effort been avoided?
n At the lowest level is everybody clearly aware of who is to do what,
with no omissions?

Summary

I Strategic planning is a business activity. It is not an academic
I exercise to be played out in ivory towers by specialists who tend
I toward the predictions only possible in the world of theory. It
I should be conducted by the top team with inputs from specialists
I as required. Those HR specialists who suspect, or have good
I reason to believe, that the standing of their specialism is in decline
I may wish to consider whether they will prepare themselves for the
I vital role of “process leaders” as might any other manager with,
I or capable of attaining, the appropriate skills. Strong process
I leadership is often essential if the result is to be meaningful.
I When I was with General Motors I learned the trade of
I consultant. Whether you choose to use internal or external process
I skills is a judgement based on the availability of training or talent.
I Process skills are essential.
I External or internal consultants can afford to lack neither a
I detailed knowledge of the strategy nor exactly what questions
I were asked, and answered, as it was prepared. The well-known
I capacity of some consultants to do high-quality work in one part of
I the operation while they ignorantly do harm elsewhere would
I greatly diminish if all activities were to be judged by asking the
I question: “What does this contribute to achieving the strategy?”

The big picture 23