The Baldrige framework assesses both the development and the implementation of organizational strategy. A cascading scorecard for strategy deployment is ineffective if the organizational purpose and mother strategies are not clear. The strategic plan and deployment create the infrastructure for the remaining elements within the Organizational Hierarchy of Needs.
Strategy Development Process and Strategic Objectives
How does the organization create its strategic plan, stay relevant, and stimulate innovation? (Framework, 2017)?
Organizational strategy is closely tied to Customer Value within the Organizational Hierarchy of Needs. Without an adequate understanding of both the external market and internal capabilities, organizations may define and follow an inappropriate strategy.
A close relationship with customer needs and wants stimulates innovation to be able to meet customer requests or unknown desires. Furthermore, the application of a Lean Six Sigma infrastructure can directly encourage innovation through the Design for Six Sigma methodology.
Action Plan Development, Deployment, and Modification
How does the organization manage its strategic objectives, time tables, priorities, and capabilities (Framework, 2017)?
A SES not only creates a regular cadence for setting annual objectives, but it also creates a structured approach for cascading and acting on those objectives. With performance metrics tied to each goal and action item, organizations can track their progress towards that success. The Recalibrate stage of the SES also promotes continuous learning and agility to adapt to circumstances as they arise.
Additionally, SOAR’s strategy tracking software also creates ease of access and tracking to share results across all areas of the organization, supporting transparency and accountability.
Organizational Hierarchy of Needs
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