'X' marks the spot

In pirate lore (and many dramatized film adaptations) maps to lost treasure are depicted with obscure landmarks and riddles on a drab and weathered map, then the final destination marked out by an 'X' . Sometimes an organization's approach to strategic planning can feel as obscure or mythical to grasp. Following a 'corporate retreat', the Utopian destination of performance is established with a similarly vague map of how to get there. After the shine of the new year has worn off, the plan has been relegated to an executive's desk drawer to be rediscovered before year-end review or the next retreat. This is proper context for one of my favorite strategy quotes from Dwight D. Eisenhower, "Plans are worthless, but planning is everything."

The process of planning requires knowing where you are and understanding your next step. To achieve this level of value, planning needs to be more of a continuous thought process than an annual event. Strategy needs to move beyond a plan and be deployed into the organization. The Strategic Deployment process uses seven steps to link organizational vision down to regular reviews of performance.

This disciplined method to planning and learning maintains the focus on strategic priorities and the freshness of situational awareness. The plan is deployed through cascading levels of the organization and implemented at each level with a regular review cadence. If the breakthrough objectives and annual goals are the most important thing to the organization, we should be talking about them A LOT! The deployment process looks a little bit like this:

There are various tools that can enable this process. The template illustrated above is one of the most common tools, called the X-matrix. The X-matrix puts 5 year objectives, one year goals, active projects, and leading metrics all on one page. 5 year objectives are defined with measurable end-state at the 6 o'clock position on the page. The one year goal that is on the path to that objective is captured at the 9 o'clock position of the page. The active projects to help achieve the annual goal are itemized in the 12 o'clock position of the page. Lastly, the metrics that measure the progress of each project are defined. These metrics help us track if we are on target in shorter intervals (monthly, weekly, maybe even daily). Owners of each project/initiative are also defined, they are accountable for performance and reporting. It is necessary to reiterate that this tool is not a solution without the process. Once defined it requires regular reviews and alignment to keep initiatives and resources on track.

No mystery, no riddles ... but this 'X' does mark the spot to dig in and find the treasure for which your organization is searching.