What lies beyond Strategic and Operational Planning?


I read an article this week called “So You’ve Finished Your Strategic Plan, Now What?” published by a business strategy and management consulting firm.

The article highlights the importance of operational plans that are supportive of strategy and describes a reasonable approach to the development of operational plans.

The problem is it ends up with a recommendation that quarterly reviews of operational plans be carried out.

In today’s fast moving society, after-the-fact quarterly reviews are no longer sufficient.

Business Process Management Software (BPMs) today accommodates in-line real-time compliance checking/control at a ‘sampling’ rate of 100% as well as the capability to provide early warning of evolving problems. This allows corrective action to be initiated, in many cases, such that actual problems can be avoided.

In-line process control rule sets in sophisticated BPMs allow system-level roadbocks to be raised at key process control points. The BPMs carries out tracking at the individual transaction basis and is able to block progress along process instances until such time as deficiencies are remedied.

Management, at executive dashboards can be alerted to evolving problems via various escalation protocols and initiate action to avoid actual problems. The message I would have liked to have seen at the end of the article is “So. You’ve Finished Your Strategic and Operational Plans, Now What?” And my answer to this question is “in-line, real-time, transaction level compliance checking and control”.

With this in place, many problems can be avoided, operational plans can be tweaked, quarterly reviews are simplified, and strategic goals/objectives are more likely to be reached.

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in critical infrastructure protection, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b organizations. (C) 2010-2017 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Business Process Management, Operational Planning, Strategic Planning. Bookmark the permalink.

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