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.