Question

Discuss what you might expect to see if the organization’s strategic and process management thinking isn’t aligned, either because leadership is weak with respect to articulating the strategy, or processes are generally not managed in the organization or both. What might be the symptoms or problems you would expect to encounter under any of those scenarios? What would you, as an industrial engineer, suggest or attempt doing if such a situation were to present itself in your organization?

Answer 1

The major reasons behind, the mismatch in the strategic and process Management.

1. Strategy adopted, may not be practically applicable to follow.

2. Strategy that is chosen and process that were implemented for the same, differs and are not in relation to each other.

3.Process that is defined, should be simple and reliable to adopt by all the entities in the organization.

4. Strategy adopted, Should be well explained and discussed with key and all entities/employees working with the organization.

5.Management having only strategic based approach, but not focusing to process based approach.

6.Stragtegy or Process which is defined is not analyzed properly and need correction and modifications.

In case the Problem persist in my current organization , following measures can be executed.

1. First step will call cross functional team, and have a open discussion.

2. After getting the ideas, suggestions from CFT members, Analysis to be done and its reliability to be examined.

3. Upon Confirmation and mutually agreement, The Process can be made or redesign as per the strategic plan of the organization.

4. Proper feedback and tracking the performance against the set goal to be examined and the bottlenecks in te system or the process to be corrected.

5. This process monitoring to be continuously monitored, and continuous improvement to be done.