But experts recommend focusing on what should be achieved, and leaving the actual achieving of these objectives, to the staff concerned – rather than imposing strict guidelines. A deeper sense of buy-in and engagement will result if staff find solutions themselves, instead of having rules and regulations imposed on them.
However, all actions should be measurable so that the extent of their effectiveness and alignment with the strategy or objective, can be determined. Strategic planning for business helps the firm manage current and future operations better; a strategic imperative is a business goal but because it is “imperative” it needs to be accomplished first, ahead of other objectives. Strategic imperatives are not projects but they may be scheduled with beginning and completion dates. For instance, if the organisation determines that identification of second-line leaders is a strategic imperative, it may set a certain period for this to happen.
Someone also needs to be accountable for achieving a strategic imperative. This is usually laid on the doorstep of senior management but the firm may decide on shared responsibility, and allocate it to more than one department or subsidiary to work on. When a strategic imperative is identified, its attainment goes to the top of everyone’s list. In the course of working towards this, certain risks that may be keeping staff from realising their objectives, may come to light. While risk is usually viewed negatively, there are some which may actually give rise to new opportunities for the firm. For instance, in expanding its digital capabilities, it may be able to reach more niche market segments for its products.
It would not have realised this if one of its strategic imperatives had not been the scaled-up use of technology. A firm that puts the attainment of its strategic imperatives first is also indicating where its priorities lie. While it focuses on what it sees as its highest priority an organisational strategy understood by all and a company-wide risk culture are developing in tandem. Staff will follow clearly-defined, systematic processes and procedures that have been established, to reach their objectives. Additionally, a risk culture that everyone in the firm supports and understands, will further improve staff performance.
10 The IERP® Monthly Newsletter December 2021