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2 Ways to Cascade a Measurable Strategy That Creates Alignment

Keep Everyone Focused

Cascading strategy is a way to make sure everyone in an organization is focused on the right results—helping the organization stay closer to the vision wanted rather than straying away into other, less cohesive work. But what exactly is cascading? Stacey Barr has the answer:

Cascading is the term used to describe the way that a corporate strategic direction is broken down into the contributions that each part of the organisation can make, to achieve those overarching strategic goals.

It’s important to cascade a strategy, because people who work from middle-management and below simply find it too hard to link the work under their influence to those high-level strategic goals.

The two methods are to cascade strategy through the organizations structure or to cascade strategy through an organization’s processes. Both have benefits and risks tied to them, as the post explains.

Benefits and Risks

For instance, using structure for strategy is easy to understand and allows for a clear command-control chain, but it also ignores what happens when teams hand over work to other teams. Also, it might lead to strategy being “fragmented” and more changes than what are necessary could occur.

The second method (cascade strategy through an organization’s processes) is great for producing cross-functional alignment and avoiding the problem of internal competition. However, it only works if there is a business process model in place, and it’s hard to tell if the process model you’re using is the best for the company.

In the end, Barr believes that process cascading is ultimately better, as it brings teams closer together, reduces duplication, and finds the greatest leverages.

Read the full post here: http://staceybarr.com/measure-up/2-ways-to-cascade-a-measurable-strategy-that-creates-alignment/

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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