Strategic Management Handbook

1 Strategic Managementfor Senior Leaders:A Handbook forImplementationDenise Lindsey WellsDirector, Executive Support DivisionDepartment of the Navy Total Quality Leadership OfficeThe mission of the Total Quality Leadership (TQL) Office, Office of the UnderSecretary of the Navy, is to assist the Department of the Navy (DON) leadersin their quality-focused improvement efforts. The TQL Office also providestechnical advice to a number of organizations inside and outside TQL Office has responsibilities in six key areas:The TQL Office educates the DON about TQL policies and initiatives throughthe TQLeader and through articles, reports, and presentations at conferencesand meetings. It has developed a computer-based quality information net-work to facilitate communication with DON are needed to assess and enhance TQL implementation in the TQL Office designs and develops feedback mechanisms in support ofmission accomplishment.

2 It also develops new approaches to improvingorganizational Office members provide technical advice to the Under Secretary of theNavy and other senior DON leaders on the application of TQL principles andmethods within the DON and on Strategic planning. Advice may also take theform of recommendations on implementing new laws, such as the GovernmentPerformance and Results Act, as well as on related TQL Office is responsible for ensuring the technical accuracy of the DONTQL curriculum. Having overseen the design and development of the courses,the staff now advises on the integration of TQL material into training TQL Office continues to publish handbooks and other publications on allaspects of organizational change and to design new TQL Office has much to share with other organizations, both governmentand private, and much to learn from them.

3 Staff members participate inTQL-related networks and professional can provide critical support to DON quality improvement job of the TQL Office is to assess new technologies related to organiza-tional change and process improvement and translate them into applicationsfor the the TQL OfficeInformation andCommunicationAssessmentConsultantServ icesEducationand TrainingNetworkingand LiaisonNewTechnologies i Strategic Management for Senior Leaders: A Handbook for ImplementationForewordStrategic Management for Senior Leaders: A Handbook for Implementa-tion has been developed as a companion volume to A Handbook forStrategic Planning (Department of the Navy Total Quality LeadershipOffice Publication No.)

4 94-02). These handbooks were designed to assistDepartment of the Navy (DON) executives, Commanding Officers, TotalQuality Leadership (TQL) coordinators, and Strategic planning facilitatorsin leading the Strategic Management A Handbook for Strategic Planning, the senior leadership team cancomplete most of the planning work by developing the organization svision, mission, guiding principles, Strategic goals, strategies, and objec-tives. The next steps are to complete the planning work, publish, deploy,implement, measure, and evaluate the plan. Strategic Management forSenior Leaders: A Handbook for Implementation continues this process,offering suggestions on these suggestions derive from lessons learned during extensive work withclient organizations in developing, deploying, and implementing strategicplans.

5 This information has been supplemented by research that includedpersonal interviews with DON and other government leaders who haveled Strategic Management efforts within their organizations. Therefore,this Handbook should be considered a guideline to help leaders makechoices; it is not intended to be organization has its own distinctive culture and mission. However,there are lessons learned and successful strategies that are common tothem all. This Handbook brings together these strategies and lessons sothat senior leaders can apply them within their own ability to lead organizations into the future is a new skill for mostsenior leaders. These are people who have a mission to perform and abusiness to manage.

6 Such responsibilities leave little time to think aboutStrategic Management for Senior Leaders: A Handbook for Implementation ii the future, let alone put plans into action to reach that future. Yet, strate-gic Management requires dedication and commitment on the part of thesenior leaders to create the vision of the future. Then they must create themechanisms and commit the resources to achieve that future. This hand-book will help them go beyond planning and use their Strategic plans tochange the way they do principal research for Strategic Management for Senior Leaders: AHandbook for Implementation was done by a Logicon Syscon Corpora-tion team (under subcontract to Tunnell Co., Inc., contract numberGS-22F-0096B).

7 I especially want to recognize the efforts of Ms. KathyBurks, whose Strategic planning expertise contributed to the success ofthis project. We hope readers find this Handbook useful as they continueto lead their organizations into the M. Doherty, of the Navy Total Quality Leadership Office iii Strategic Management for Senior Leaders: A Handbook for ImplementationForeword .. iAcknowledgments .. viiHow to Use this xiSection I: 1An Introduction to Strategic Management .. 3 Phase I Deployment: Completing the Strategic Plan .. 9 Keys to Success .. 9 Assign roles and responsibilities ..10 Establish priorities ..17 Involve mid-level Management as active it through decide how to manage 21 Charge mid-level Management with aligninglower-level plans.

8 23 Make careful choices about the contents of the planand the form it will take ..23 Phase II Deployment: Communicating the Strategic Plan .. 27 Keys to Success .. 27 Assign roles and responsibilities ..28 Communicate the plan constantly and consistently .. 29 Recognize the change people through the change process ..35 ContentsStrategic Management for Senior Leaders: A Handbook for Implementation iv Implementing the Strategic Plan .. 39 Keys to Success ..40 Assign roles and responsibilities ..41 Involve senior leaders .. 45 Define an infrastructure ..46 Link goal groups ..49 Phase integration of implementation actions with workload ..50 Involve everyone within the 52 Allocate resources for implementation.

9 55 Manage the change process .. 58 Evaluate results .. 60 Share lessons learned; acknowledge successesthrough open and frequent communication .. 61 Strategic Measurement .. 63 Keys to Success ..65 Assign roles and responsibilities ..65 Use measurement to understand the organization .. 69 Use measurement to provide a consistent viewpointfrom which to gauge performance .. 72 Use measurement to provide an integrated, focusedview of the future ..78 Use measurement to communicate policy(new Strategic direction) ..79 Update the measurement system ..81 Use measurement to provide quality feedback to thestrategic Management process ..82 v Strategic Management for Senior Leaders: A Handbook for ImplementationRevisiting the Strategic Plan.

10 85 Keys to Success ..85 Assign roles and responsibilities ..86 Recognize when to update the plan .. 87 Modify Strategic planning process to accommodate themore mature organization ..89 Incorporate new leaders into the Strategic planning process ..91 Integrate measurement with Strategic planning ..93 Use experienced Strategic planning facilitators ..94 Section II: Case Studies .. 95 Case Studies: Strategic Plans at Work .. 97 Naval Air Station, Barbers Point .. 99 Naval Air Facility Washington .. 109 United States Military Entrance Processing Command ..121 Center for Veterinary 133 Section III: Appendix .. A-1 Glossary .. A-3 Bibliography .. A-9 About the A-15 Strategic Management for Senior Leaders: A Handbook for Implementation vi vii Strategic Management for Senior Leaders: A Handbook for ImplementationAcknowledgementsI want to thank the following people and organizations who contributedto this Handbook by agreeing to participate in our research.