Your comments after my last post, which I greatly appreciate, reminded me of an interesting meeting I had a few years ago. The group was discussing strategy and linkages between corporate strategy and supply chain and operations strategy. After the meeting was over, I asked Robert Vokurka, PhD, CFPIM, CIRM, CSCP, 2008 chair of the APICS board and a professor of operations management at Texas A&M University, to help me understand the disconnect. As he explained it, we ended up drawing a continuum on the white board that looked something like this:
In organizations where a gap exists, it is likely that a combination of the following is happening: corporate strategy is not being effectively communicated across all levels in the organization and staff on the execution side of the business is not proactively seeking to understand corporate strategy and how it impacts what they do.
Imagine the many decisions made every day by supply chain and operations management professionals primarily responsible for execution. To whatever extent a gap exists between current corporate strategy and execution, it creates risk and loss of opportunity. Yet, the negative impact of the gap is a shared responsibity of corporate leaders, managers, and individual employees. How do you mind the strategy gaps?
- How do we ensure that employees at all levels of our organizations are making the best decisions based on corporate strategy?
- How does one proactively gather the information needed to be certain that his or her work aligns with corporate strategy?
- What does it take to have confidence that all policies, processes, systems, and staff are aligned to achieve corporate strategy?