The growth of many small and medium enterprises (SMEs) is dictated not by the market’s ability to sustain growth, but by the business’ ability to change and improve its value proposition and operating model fast enough to increase market relevance.
Leaders are acting as “champions” in the business and not building systems and capability for the future.
Leaders making progress are often acting without a well defined and shared vision of the future.
Without consistent strategy or vision, and lacking a management system that sanctions/approves/allocates resources to tomorrow’s strategic success, today’s operational success uses all available resources.
A three year strategic plan, including mission, vision, balanced scorecard goals, prioritized strategies and objectives.
An operational plan for the coming year with milestones, tactics, and key performance indicators
Agreement across all functional leaders on what success looks like to both external and internal customers
Functional plans for each department to align their objectives and activities to enterprise outcomes and the Customer Journey
A management system of regular reviews, data driven decision making, and resource allocation for both running the business and focused improvement initiatives
A method for all employees to participate in cross functional teams to close high priority gaps in work flow issues
Visual, digital dashboards that display enterprise-level key performance indicators and messages to keep everyone informed and aligned on mission critical performance and activities