"Strategy execution is a set of interlinked activities [Moi ici: ] that convert business strategy into effective operations. In most companies this is the sequential process starting with defining the business strategy and then trying to execute it, an approach that often falters.
A COAR-map framework (Customer, Objectives, Activities and Resources) clarifies the execution imperatives in this case. A COAR map is built around a set of internal objectives that are the keys for delivering customer values profitably. They identify:
Managers can use COAR maps to graphically link the activities and resources that support these objectives.
- Customers’ and stakeholders’ outcomes.
- Objectives (core and competitive).
- Resources that collectively form the execution capabilities.
Core objectives and customer outcomes – the need for clarity
The starting point of making a COAR map is articulating the desired customer and stakeholder outcomes. Identifying customer outcomes gives managers insight into what customers truly value. Identifying specific outcomes forces a business to explain how it will deliver value to the customer differently than the other industry participants. Next businesses identify the internal core objectives that can deliver the value with the highest probability of profits. A core objective will be a specific and measurable output generated by the company. It will not only identify the output but also clarify for all members of the organization how it captures the part of the value that the customer is willing to pay for and what everyone has to do individually and collectively to deliver the core objectives.
In addition, it is imperative that company managers understand trade-offs that must be made during execution. This is clarified by establishing precisely who customers are and the capabilities that must be invested to meet core objectives.
Visualizing the process through the COAR maps brings execution issues to the surface at the design stage. By using the COAR map to visualize the capabilities needed for execution, executives can estimate whether the current assets and investments can achieve the core internal objectives. It is this “peek forward” into a virtual execution setting, and the opportunity to use it as a scenario-like tool to test alternatives, that increases the likelihood that managers will devise a stable and executable strategy."
Capacidades = perspectiva dos recursos e infra-estruturas (onde investir)
Objectivos internos = perspectiva interna (onde trabalhar)
Clientes e partes interessadas + resultados = perspectiva dos clientes e ecossistema (resultados a nível de clientes)
Trechos retirados de "How strategy execution maps guided Cisco System’s Sales Incentive Compensation plan"