Office of Strategy Management Overview 2011

A dedicated team or department within an organization responsible for overseeing the development, implementation, and monitoring of the organization's strategy.

The initial concept of the OSM envisioned a team handling up to nine specific functions related to strategy management.

Later developments in OSM design broadened its scope, sometimes encompassing 10 or more functions and responsibilities.

Regardless of the exact number of functions, the OSM has three core roles, regardless of the specific functions.

The OSM acts as the architect of the integrated strategy management system. This involves designing, developing, and coordinating all aspects of strategic planning and implementation.

The OSM ensures the effective implementation and monitoring of the strategy. It tracks progress, identifies potential roadblocks, and facilitates adjustments to ensure the strategy stays on course.

A strategic management tool that aligns organizational goals with performance measures across four perspectives: financial, customer, internal processes, and learning and growth.

A formal department or group within an organization responsible for overseeing the implementation and execution of the organization's chosen strategic plan.

The process of putting the chosen strategy into action and ensuring that it is effectively and efficiently implemented.

A structured approach to evaluating and monitoring performance across different organizational areas, using specific metrics and performance indicators.

A set of measurable targets that guide the company's progress towards achieving its strategic goals.

A framework or a set of activities designed to improve the learning and development of employees, leading to enhanced organizational performance.

The extent to which customer needs and expectations are met, leading to increased customer satisfaction and loyalty.

The efficiency and effectiveness of the company's internal processes, including operations, production, and technology.

A management structure where the "Strategic Management Office" (OSM) directly reports to the CEO. This ensures the CEO has a direct line of communication and oversight over strategic initiatives.

A management structure where the OSM reports to a direct subordinate of the CEO, like the CFO or COO. This provides access to the CEO through a reporting hierarchy.

A type of reporting relationship where the OSM reports to a specific department (e.g., CFO, COO) but also has direct access to the CEO for specific matters. This allows for both hierarchical management and direct input to the top.

A dedicated unit within an organization that oversees strategic initiatives. They drive, manage, and implement the overall strategic direction of the business.

The processes and actions an organization undertakes to set, execute, and monitor its strategic plans.

The best practice example for OSM reporting structure, directly to the CEO, is a recommendation for other organizations to adopt.

OSM involvement with other business functions like HR, finance, and IT to achieve strategic goals.

Connecting strategic goals with operational processes, ensuring alignment across the organization.

The CEO's direct involvement in strategy execution is crucial. A reporting structure where the CEO isn't directly involved in the strategy execution could indicate their lack of commitment or understanding of the strategy's importance.

The Office of Strategy Management (OSM) plays a key role in educating the organization about the strategy execution process, its benefits, and the tools used to implement it.

Implementing a strategic initiative, like training a customer support team, often requires significant resources, including finances, new software, and IT integration.

A Balanced Scorecard and a Strategy Management System are vital tools for effective strategy implementation. They help track progress, identify potential problems and make necessary adjustments.

The OSM is crucial in promoting the understanding and use of the strategy management system, which leads to improved processes and performance. It essentially bridges the gap between strategy and execution.

The evolution of the Office of Strategy Management (OSM) is often reflected in its different names throughout its lifecycle, representing the expanding scope and responsibilities of the team.

It is important to assess the political motivation of all would-be partners to ensure the legitimacy of new strategic initiatives. This is particularly critical for large-scale reengineering efforts or ambitious IT projects, as politics can significantly influence these projects.

It is vital for an OSM to recognize the inherent strategic significance they hold within an organization. The OSM acts as the hub for strategy management, ensuring alignment and effectiveness from design to execution.

The evolving OSM undergoes three key phases: initial introduction focused on mastering the basics, integration with other departments and functions, and ultimately collaborating effectively with others.

The OSM’s role transforms from a basic, functional unit to one that collaborates strategically with other departments. This evolution allows the OSM to actively steer projects, manage budgets, and influence key decision-making.

The Office of Strategy Management (OSM) is a dedicated team or department within an organization responsible for overseeing the development, implementation, and monitoring of the organization's strategy.

Initially, the OSM focused on nine functions related to strategy management, such as planning, communication, and performance monitoring.

The OSM's responsibilities have expanded over time to include a broader range of tasks, sometimes exceeding 10 functions. This expansion reflects the increasing importance of strategic management in organizations.

Regardless of the number of functions, the OSM plays three key roles: architecting the strategy management system, implementing and monitoring the strategy, and facilitating organizational learning.

The OSM designs and coordinates the overall strategic planning process, including developing frameworks, tools, and processes for strategy development and implementation.

The OSM ensures that the chosen strategy is put into action effectively and efficiently. It tracks progress, identifies potential roadblocks, and facilitates adjustments to ensure the strategy stays on course.

The OSM fosters a culture of continuous learning and improvement within the organization. It facilitates knowledge sharing, encourages innovation, and helps the organization adapt to changing circumstances.

The Balanced Scorecard (BSC) is a popular tool used by OSMs to align organizational goals with performance measures across four perspectives: financial, customer, internal processes, and learning and growth.