Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively.
Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results. Results rarely meet projections - when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan. A lot of value is lost in translation - a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap.
©2007 The Economist (P)2013 Audible Ltd