Why organizations should link their strategies to their processes — and vice versa

Include strategies at specific points in process descriptions

The fact that QMLers should interweave strategic decisions and processes is still a rather vague suggestion. Two aspects are particularly important here:

1. The proposal implicitly contains a double perspective. On the one hand, strategies should be linked to processes and, on the other hand, processes should be linked to strategies. Die Ideally, a link is therefore a reciprocal.
2. What the proposal does not include: a concrete idea of “how”. The DGQ article does not address the question of how strategies and processes can be interwoven.

There is therefore still room for interpretation, which I would like to fill with a thesis:

‍It is not enough to formulate strategies and make them accessible, for example through notices, in employee magazines or through a page called “Goals and Strategies” in the interactive management system. Instead, strategies should be linked in specific process descriptions at very specific points in order to be effective.

Why

Recognize dissonances through a holistic approach

The thesis aims at a holistic view of the organization. In this, senior management knows what is happening at the grassroots level — and at the same time, day-to-day operations have the opportunity to combine their own activities with the company's strategies and goals without much effort and transfer. This link enables every employee to take their own actions against the background Overall entrepreneurial effects to reflect. As a result, all employees are able to identify dissonances between strategies and practical activities.

In the event of dissonance, operational business does not necessarily have to be adjusted. It may just as well be useful to to question strategies and goals and to (re-) adjust. Perhaps that is exactly the reason why many organizations are reluctant to combine strategies and goals with specific activities in day-to-day operations. Why should the process description state which entrepreneurial goal is being pursued with the process or even an individual process step? That just distracts from the essentials! Not at all.

Linking creates meaning, understanding and appreciation

Linking strategies and goals and specific operational activities transparently has one key benefit: It creates meaning. Employees are able to understand why they are doing something and can classify their work within the overall corporate context. This promotes the decentralized decision-making authority, increases the chance of constructive suggestions for improvement and potentially also promotes Identification of employees with the company. When management gives its employees the opportunity to understand the reason for their actions and thus creates space for discussion, this is primarily a sign of appreciation for employees. Employees are then not seen as stupid executors of process steps, but as thinking people.

It is less important whether employees accept the invitation to question the corporate strategy — that's another piece of paper. The underlying, communicated image of man and the opening up of the scope of opportunity are decisive.

Find a healthy level of connection

For these reasons, should all process steps now be cross-referenced to strategies and goals? Don't be afraid. Of course, the coupling should be carried out at a healthy rate. But management alone does not decide what the healthy balance is. Rather, it is a organizational negotiation process, in which it is continuously determined whether the coupling is sufficient — or not. As a rule, this negotiation process does not mean that every process step has a reason why it is now contributing to company growth or to reduced complaints figures.

What if the pairing is completely missing?

One thing is certain: A link between strategies and processes should never be completely missing. But if that is the case, it suggests that

• there is simply no entrepreneurial strategy, or
• that it is not written down explicitly, or
• that this is not known, or
• that the link is not wanted by management.

In all cases, there is urgent need for action! This is because the link between strategies and goals and operational activities enables their reconciliation and mutual coordination, promotes the decision-making capacity of employees and expresses appreciation for each individual and their activities.

The objection that employees do not want such a link at all is often just a claim of protection by management, which nips changes in the bud. Here are the ones mentioned at the beginning again Quality and process manager In play: With their skills and perspectives, they can Initiate organizational dialogue regarding the link between strategies and processes, moderate and drive implementation forward. Ultimately, this must also be clear, however, the coupling remains an (pre) service that management must initially provide.