The Architecture of Strategy

I am reading “One Strategy” book by Steven Sinofsky and summarizing Chapter 6: Organization: Matching Capabilities to Strategy.

 

Following pyramid around which the core chapter is organized.

 

image

 

Mission:

  • The mission of the organization defined the reason for being.
  • Timescale of the mission is long.
  • Mission should inspire the organization.

Vision:

  • Represents the way that one connects the the organization in a concrete manner.
  • Visions feel achievable, represent a goal that can be written down.
  • Vision defines kinds of roles in the organization and brings the first look at specialization.
  • The leaders “above”  will need to recognize that there is enormous complexity in undertaking a vision.
  • The timeline for the vision can be long as well, but generally shorter than the mission.

 

Plan:

  • Defines the framework for execution.
  • When you know the plan, those skilled in the art also know he types of tactics that will be employed.
  • Plan once set provides empowerment through the organization.
  • The plan allows for the “middle management” of an organization to move forward relatively un-tethered to upper management.
  • People building and executing a plan are defining what an organization will actually do.
  • The timeline for the plan is measurable.
  • The plan represents what will be done by the organization in support of the vision and mission.

 

Tactics:

  • Tactics are implementation of the plan.
  • The timeline for the tactic is short relative to the timeline of the plan.
  • A big part of the plan is also developing an understanding of how to break up the allocated execution time and how to utilize available resources.

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