Perhaps the most important message associated with the cause-and-effect structure is
that the viability of the strategy is testable. Strategic feedback is available that allows
managers to test the reasonableness of the strategy. For example, the strategic objectives
portrayed in Exhibit 13-11 have associated measures: Hours of training, process redesign (either the process was redesigned or it wasn’t), cycle time, percentage of ontime
deliveries, number of repeat orders, market share, revenues, cost, profits, and shareholder
value are all observable measures. Thus, the claimed relationships can be checked
to see if the strategy produces the expected results
Perhaps the most important message associated with the cause-and-effect structure isthat the viability of the strategy is testable. Strategic feedback is available that allowsmanagers to test the reasonableness of the strategy. For example, the strategic objectivesportrayed in Exhibit 13-11 have associated measures: Hours of training, process redesign (either the process was redesigned or it wasn’t), cycle time, percentage of ontimedeliveries, number of repeat orders, market share, revenues, cost, profits, and shareholdervalue are all observable measures. Thus, the claimed relationships can be checkedto see if the strategy produces the expected results
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