\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 In past insights, we explored the need for a tangible goal and strategies that are measurable as steps toward achievement of the goal.\u00a0 This insight calls to account tactics to accompany each strategy, and even suggests a number for each.\u00a0<\/p>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Tactics support strategies and allow your individual managers and departments to contribute to strategies in measurable ways that are more short term and procedural than are the strategies they support.\u00a0 Tactics change frequently as achieved and may be updated or replaced during a year when achieved, unlike strategies which often span a number of years.<\/p>\n
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Five tactics to support each strategy seem a fair, even if arbitrary number.\u00a0 Tactics direct each department in very specific ways.\u00a0 Here are several examples of tactics from my recent experience with companies where I serve as board member.\u00a0<\/p>\n
[Email readers continue here…]\u00a0 <\/span><\/em><\/p>\n Strategy Three: Expand into at least three new continents through new distribution channels.<\/em><\/p>\n Note that each of these tactics directly support the strategy, are measurable and assumed to be achievable, bought into by each department effected by the tactic.\u00a0 Note that the strategy calls for cooperation between business development, sales, marketing, product development, installation and support.\u00a0\u00a0 This is a great way to unify departments that once may have competed for resources toward individual ends, now pointed toward a common goal supported by all levels of management up to the CEO.<\/p>\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 In planning, the matrix, \u201c5×5=1\u201d is a good memory tool for management to keep from overreaching with too many strategies and too many tactics.\u00a0 But it is not written in stone.\u00a0 And development of these important elements of the plan should be made using all the resources available, from your board of directors to your senior management to departmental management. Getting all to buy into each step may not be easy, but when accomplished, is a powerful and invigorating opportunity to celebrate, then to get to work as a functional unit of the whole.<\/p>\n","protected":false},"excerpt":{"rendered":" \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 In past insights, we explored the need for a tangible goal and strategies that are measurable as steps toward achievement of the goal.\u00a0 This insight calls to account tactics to accompany each strategy, and even suggests a number for … Continue reading \n