turning strategy into action - which involves a phased approach, linking identified performance factors with strategic initiatives
performance management - i.e the construction of organizational processes and capabilities necessary to achieve and measure performance through people delivering results
Read and think about the following extract, in relation to your own experiences in voluntary and community organisations: "A Fortune Magazine study has shown that 7 out of 10 CEOs who fail, do so not because of bad strategy, but because of bad execution. Most companies have strategies, but according to recent studies, between 70% and 90% of organisations that have formulated strategies fail to execute them. In another study of Times 1000 companies, 80% of directors said they had the right strategies but only 14% thought they were implementing them well. Only 1 in 3 companies, in their own assessment, were achieving significant strategic success. The message is clear - effective strategy realisation is key for achieving strategic success."
How does strategy-evaluation (if it exists) feed into future planning and development? Does your own organisation have ways of evaluating how effectively it's strategies are being implemented?