Mastering Business Analytics: The real MBA for career success, Step-by-Step
The basic review includes this page as well as those for Context, Endgame, Strategy, Tactics, and Metrics. At the bottom of the Metrics page is a link captioned, extended example. Though brief, it offers a complete and integrated look at how the pieces fit by way of example.
STM: The inviolate triad ... and key to keeping your firm on-track with everyone pulling in the same (correct!) direction.
Senior executives must constantly manage and manage to this triad ... leading to two initial questions: How does one derive a firm's strategy? How does the triad fit into the operational landscape?
Endgame drives Strategy. Endgame, in turn, is predicated upon a firm's current Context. Strategy makes it possible to make informed decisions among tactical choices. Finally, Metrics tie tactical results back to Endgame (not Strategy) providing a basis for assessing the wisdom of executive strategy selection, managerial effectiveness, and operating efficiencies.
Strategy, tactics, and metrics mean relatively little individually; taken together, they constitute considerably more than their sum. Together, they do (or certainly should) constitute a firm's operational landscape.
As an aside: Strategy drives tactics; tactics are composed of programs, projects, and initiatives in descending order of typical duration. Metrics (via benchmarks) form the basis for navigation.
Copycat strategy is a non-strategy; blindly following aphorisms is a likely route to Chapter VII or XI. Loyalty and other similarly appealing simplistic traps pave the way to financial oblivion. These points are discussed at Myths. (Partial content; yet under construction!)
more (Partial content; yet under construction!)