OE21 Guideline: 2.2 Strategy Implementation

Strategic Objective:

Strategic Objective:

Quality Objective:

Quality Objective:

Approved: MM-DDD-YY



Maximize the value of the organization to all stakeholders 

Create strategy action plans, allocate resources, workforce plans, & metrics 

Approved by: G. Washington Chair, Leadership Focus Team (LFT)

Lead: Leadership Focus Team (LFT-IT)  Support: All focus teams


STRATEGY ACTION PLANS are projects aimed at accomplishing Strategic Themes (Key Intended Outcomes; see KIOs 1-5). Each strategic theme is achieved with one or more strategic objectives. Each strategic objective has one or more labor or non-labor tasks (activities) that are performed by people, over time. Strategy Action Plan projects are planned over time, allocated to performing organizations and consume labor hours or non-labor dollars. The hierarchy of Strategic Action Plans is as follows:


  • KEY INTENDED OUTCOMES (Strategic Themes = 5 KIOs)  listed at the bottom of this content) 

  • STRATEGIC THEME - Each strategic theme is associated with one unique Strategy Action Plan

  • STRATEGY ACTION PLAN - include one or more strategic objectives

  • STRATEGIC OBJECTIVES -  one or more tasks (activities)

  • TASKS (Activities) have one performing organization, and a time-phased schedule with labor dollars (hours x rate per hour) or non-labor dollars (material, travel, other costs) that are planned to accomplish each task.


STRATEGIC ACTION PLAN PROGRESS is measured as (% complete vs. % planned) for each Task (activity). The individual task % of completions are summarized up to the Strategic Action Plan to indicate the actual progress of accomplishing the Strategic Theme.


RESOURCE ALLOCATION is used by the organization to ensure that financial and human resources are available to accomplish the Strategic Themes (KIOs) and their Strategy Action Plans. Resource Allocation is also used to provide budgets for all work units and departments to do their daily jobs outside of Strategy Implementation.


KEY INTENDED OUTCOMES (KIOs) (Strategic Themes - see Figure 2.2-2)







The organization has adopted the Baldrige Framework Item 2.2 Strategy Implementation and 7.4b Strategy Implementation Results as the internal policy, including the following sub-items:


2.2a(1) STRATEGY ACTION PLANS - The organization implements its strategy using Strategy Action Plans, which are used to track the progress of the accomplishment of strategic goals and objectives. Strategy Action Plans are "projects" containing tasks (activities) leading to achievement of strategic objectives and strategic goals.


2.2a(2) STRATEGY ACTION PLAN IMPLEMENTATION - The organization deploys its Strategy Action Plans to the workforce, and where appropriate, to key suppliers and partners who may be assigned responsibility for plan accomplishment. The senior leaders of the organization ensure that the Strategy Action Plans are completed as planned, or they incorporate changes as needed.


2.2a(3) RESOURCE ALLOCATION - The organization ensures that financial and other resources are available to support the achievement of Strategy Action Plans, and to manage (mitigate or eliminate) RISKS to ensure financial viability. The organization measures and improves financial performance results as defined in Baldrige 7.5a(1) Financial Results, including current levels and trends in key measures or indicators of financial performance, as well as aggregate measures of financial return, financial viability, and budgetary performance, by market segments and customer groups, as appropriate.


2.2a(4) WORKFORCE PLANS - The organization ensures that Strategy Action Plans support short- and longer-term strategic objectives, and address potential impacts to workforce members and any changes in workforce capability and capacity needs, as well as the workforce learning and development process.


2.2a(5) PERFORMANCE MEASURES - The organization tracks the achievement of Strategy Action Plans by comparing actual percent (%) complete versus percent (%) planned for each task(activity) in the Strategy Action Plan. These percentages are summarized to total Strategy Action Plan percent of completion vs. plan. These progress indicators are combined with cost tracking to measure Strategy Action Plan accomplishment.


2.2a(6) PERFORMANCE PROJECTIONS - The organization projects future competitive and collaborative environments based on results of our Strategic Assessments (see Standard 2.1) plus daily observations of changes in competitive offerings and critical marketplace and workforce-related information (competitive related news, white papers, thought leader publications, social media, blogs, etc.). From these observations, the organization projects possible changes that might result from new business ventures, entry into new markets, new technologies, or other significant changes that could impact the success of our strategic plan. These observations also may lead to awareness of "gaps" in performance compared to competitors or leading similar organizations.


2.2b. ACTION PLAN MODIFICATION - The organization implements timely and appropriate changes to Strategy Action Plans and track their progress as defined in Baldrige 2.2a(5) Performance Measures and 2.2a(6) Performance Projections.   


7.4b. STRATEGY IMPLEMENTATION RESULTS - The organization tracks progress and outcomes of implementing its Strategic Action Plans. Where appropriate, the organization uses these results to build and strengthen its core competencies and to initiate new products, services or programs that may necessitate taking intelligent risks.



2.2 Flow Diagram (Figure 2.2-1 Strategy Implementation)

2.2 Process Chart (Figure 2.2-2 Strategy Implementation)

2.2 Strategy Implementation Model

Figure 2.2-3 Strategy Implementation Model

Inputs to 2.2 Strategy Implementation

Measurement and Analysis Tools and Techniques

Outputs from 2.2 Strategy Implementation







  • Strategic Plan (see the format in Implementation Instructions 2.2 Task 2.2.7)


Case Study

  • Read the 2.2 Case Study


2.2 Implementation Instructions



Key Decision: The OE21 focus team responsible for this standard should begin by deciding whether or not the OE21 standard adds value (on is non-value added) when compared to any existing standard, SOP, or process the organization uses now. The decision process is:


1. The focus team studies all Tasks and tools used in the OE21 standard.

2. The focus team answers the questions:

  • NON-VALUE ADDED? Does the organization currently use a standard, SOP process that is deemed as better or essentially as good as the OE21 standard? If YES, then the focus team should document that this standard is deemed as NVA, and then the focus team should proceed ahead to the next OE21 standard.

  • VALUE-ADDED? Does the organization currently use a standard, SOP process that is deemed as better or essentially as good as the OE21 standard? If NO, then the focus team should proceed ahead to complete the following OE21 Implementation instructions.


Note: The NVA finding will be used later in the OE21 Certification Audit process.

Note: Implementation of 2.1 is led by the LFT-IT and supported by the other focus teams (CFT, OFT, and WFT). When complete, the 2.1 document is reviewed and approved by the LFT (CEO, CFO, etc.)


Note: Implementation of 2.2 is led by the LFT-IT and supported by the other focus teams (CFT, OFT, and WFT). When complete, the 2.2 outputs are reviewed and approved by the LFT (CEO, CFO, etc.)

Strategy Implementation Introduction - Figure 2.2-3 presents Standard 2.2 Strategy Implementation Model, using an example for one of the five strategic themes (KIO-2 Customer Excellence). The top-down flow shown in Figure 2.2-3 traces the actual process flow in strategy implementation, as follows:


  • Mission Statement is created; 


  • Vision Statements is created;


  • Strategic Themes:  Five (5) Key Intended Outcomes (KIOs). KIOs are used as "umbrellas" for strategic objectives and strategic action plans. KIOs help the organization keep a balanced and complete set of strategies implemented by the focus teams (LFT, CFT, OFT, WFT, CAT). 


KIO-1 Leadership Excellence

KIO-2 Customer Excellence

KIO-3 Operations Excellence

KIO-4 Workforce Excellence

KIO-5 Community Excellence


Strategies have a wide range of definitions, depending upon what an organization decides are critical to success. Strategic themes are used to ensure that no particular stakeholder is left out of strategic planning including employees, leaders and managers, customers, key stakeholders, and the community stakeholders. 


  • Strategic Assessments (Standard 2.1) are conducted;


  • Strategic Objectives are created from analysis of the Strategic Assessments and planned as milestones to be completed on specific planned dates.


Figure 2.2-3 shows three examples of Strategic Objectives: (Boost Sales, Penetrate a New Market, and Add a New Product). All three are primarily aimed at improving KIO-2 Customer Excellence. 


  • Strategy Action Plans are created for each of the five Strategic Themes. Figure 2.2-3 example shows a Strategy Action Plan for strategic theme KIO-2 Customer Excellence. Strategy Action Plans are projects with tasks and milestones. The preferred approach is to create logical tasks leading to the accomplishment of each Strategic Objective. One or more tasks are planned to achieve their associated milestone(s). Each task is associated with (one) performing organization (e.g., a work unit or a supplier). A single performing organization may be a person or a team of persons with similar competencies (e.g., a team of programmers). Strategy Action Plans support the written Strategic Plan. If these plans include cost estimates, they are reviewed and approved by the Leadership Focus Team (LFT). The total costs for all Strategic Action Plans are the estimated costs of the final Strategic Plan.


The performing organization responsible for a task subdivides the task into these logical elements:


  • labor hours quantity 

  • labor rate/hour

  • non-labor dollars (for material, contracts or other non-labor estimates)

  • task completion percent (e.g, 20% completed of 100%)

  • task planned completion date

  • task revised completion date (if needed)


The OFT 6.1b Project Manager is used to create and track Strategic Action Plans. 


  • OFT_6.1b_Project_Manager (.xlsx)

This spreadsheet tool is configured as a project manager and is used for planning and managing small projects including most Strategic Action Plans. Larger projects with hundreds to thousands of tasks require project management tools with greater capability. Figure 2.2-4 provides an example from the OFT_6.1b_Project_Manager.


Figure 2.2-4 OFT 6.1b Project Manager tool with three (3) tasks

The OFT 6.1b Project Manager planning sequence is as follows:

(1) Input task titles in a logical completion sequence


(2) Input task resources: Labor: hours x labor rate - or -Non-labor: estimated dollars of material or other non-labor items)


(3) Tracking Schedule Progress 


(4) Tracking Project Costs


The usual outcome of strategy implementation is the availability of five (5) Strategy Action Plans,  each a project associated with one Strategic Theme (KIO), and containing one or more strategic objectives with its supporting tasks and milestones. This approach ensures Focus Team ownership and responsibility for strategy implementation, defined as follows:


  • Leadership Focus Team (LFT) - KIO-1 Leadership Excellence Strategy Action Plan

  • Customer Focus Team (CFT) - KIO-2 Customer Excellence Strategy Action Plan

  • Operations Focus Team (OFT) - KIO-3 Operations Excellence Strategy Action Plan

  • Workforce Focus Team (WFT) - KIO-4 Workforce Excellence Strategy Action Plan

  • Community Action Team (CAT) - KIO-5 Community Excellence Strategy Action Plan


Exceptions: In cases where KIO excellence (high performance) is already achieved, there may be no need for a Strategy Action Plan for that KIO. In cases where only one or two minor strategic objectives are aligned with a particular KIO, these may be included in another KIO Strategy Action Plan.


The Strategic Plan is documented at the completion of the Strategy Implementation process, after strategic assessments, and strategic action plans are available. This standard uses the format and content provided in the U.S. Government Performance and Results Act (GPRA) as a general guide for contents of the Strategic Plan.


Strategy Implementation Tasks


Task 2.2.1 OE21 Innovation Sessions -  Before creating Strategy Action Plans, the Focus teams conduct a "common sense" analysis of the information collected from the strategic assessments (Guideline 2.1). One purpose is to discover any missed ideas in the strategic assessment results. Another purpose is to discover possible "unintended consequences" of any of the strategic objectives. 


  • An example of unintended consequences for the Elafino Case Study organization might be that expanding the Sports Facility parking lot allows more customer parking. However, an unintended consequence of adding parking without adding parking lot lighting and security can lead to an increase in crime rate due to gangs and robbers hanging out in the dark parking areas waiting for Elafino customers to return to their cars. 


The OFT 6.1d Innovator (sheet) is used to conduct "innovator sessions" which use an OE21 survey to capture ideas and categories that are exported to the OFT 6.1d Innovator (sheet) , where ideas are sorted by categories. This web-based Innovator survey provides a question for the respondents, asking them to read the question, think of question responses (ideas), and then input the ideas alongside a category that describes the idea. Inputs are exported and inserted into the OFT 6.1d Innovator (sheet), for further sorting and analysis.


The OFT_6.1d_Innovator (.xlsm) contains macros used to sort and categorize the ideas. The spreadsheet macro tools enable rapid idea capture 1 to 10 responses from up to 100 people. The whole process takes less than 20 minutes, and up to 1000 ideas are quickly counted, sorted and categorized as shown in the image. The Innovator process is fast and efficient, and often produces new ideas that may end up as strategic objectives.


  • OFT_6.1d_Innovator (.xlsm) *macros


Task 2.2.2 Additional Focus on Results -  At this point in strategy implementation, the Focus teams compare their lists of candidate strategic objectives with the results suggested in the Baldrige Excellence Framework, Category 7.1 to 7.5 Results. Comparisons are in groups. The additional "innovation" sessions also focus on results. The goal is to determine if - and how well - the candidate strategic objectives contribute to one or more improved results items; specifically:


Leadership Excellence Action Plan contributes to improved results in these areas:


  • 7.4 (Leadership, Governance and Societal Responsibility)

  • 7.5 (Financial and Market Results)


Customer Excellence Action Plan should contribute to improved results in these areas:

  • 7.2 Customer-Focused Results


Operations Excellence Action Plan should contribute to improved results in these areas:

  • 7.1 Product and Process Results


Workforce Excellence Action Plan should contribute to improved results in these areas:

  • 7.3 Workforce-Focused Results


Community Excellence Action Plan should contribute to improved results in these areas:

  • 7.4a(5) Society Results

  • 7.1b(2) Emergency Preparedness (community-related)

  • 7.2(2) Customer Engagement (community alliance related)


  • PROGRESS: You have reached Milestone 1 (good work). Input the status [9%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 2.2.3 Create Strategy Action Plans - After implementation of OE21 guidelines 2.1 Strategy Development and 2.2 Strategy Implementation the focus teams use the OFT_6.1b_Project_Manager (.xlsx) (or equivalent) tool to plan the following Strategy Action Plans:  


  • Leadership Excellence Action Plan - a project plan that includes tasks (activities) and milestones necessary to accomplish Strategic Objectives discovered from strategic leadership assessments (Standard 2.1) and innovation sessions (Tasks 2.2.1 and 2.2.2).


  • LFT_1.1_Leadership_Excellence_Action_Plan (.xlsx)


  • Customer Excellence Action Plan - a project plan that includes tasks (activities) and milestones necessary to accomplish Strategic Objectives discovered from customer-related strategic assessments (Standard 2.1) and innovation sessions (Tasks 2.2.1 and 2.2.2).


  • CFT_3.1_Customer_Excellence_ Action_Plan (.xlsx)


  • Operations Excellence Action Plan - a project plan that includes tasks (activities) and milestones necessary to accomplish Strategic Objectives discovered from operations strategic assessments (Standard 2.1) and innovation sessions (Tasks 2.2.1 and 2.2.2).


  • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx) 


  • Workforce Excellence Action Plan - a project plan that includes tasks (activities) and milestones necessary to accomplish Strategic Objectives discovered from workforce-related strategic assessments (Standard 2.1) and innovation sessions (Tasks 2.2.1 and 2.2.2).


  • WFT_5.1c_Workforce_Excellence_Action_Plan (.xlsx)


​​PROJECT MANAGER TOOLS - The OE21 Tools include this Project Manager:


  • OFT_6.1b_Project_Manager (.xlsx)


There are several off-the-shelf project managers that are more capable than the OFT_6.1b_Project_Manager (e.g., Microsoft Project). In cases where action plan projects become larger (over 100 tasks) and more complex, the larger project management tools are recommended.  


When using the OFT_6.1b_Project_Manager to create Action Plans, refer to the OE 6.1b Project Management section. As an overview, the following guidelines apply:


(1) Input task titles in a logical sequence of completion (first, second, third, etc.)


(2) Input task resources - Input resource title of team or person who will complete the task. Then input the resources required (labor hours/dollars and non-labor dollars).


  • Note: A resource can be one person or a team (two or more people with similar competencies and rates that are averaged for the team)


  • Note: Tasks must be either labor tasks or non-labor tasks. Don't combine labor hours with non-labor dollars (material, other non-labor tasks); plan labor and non-labor tasks


  • .Note: All tasks have a planned Start Date and a planned Finish Date


  • Note: To calculate labor task cost, input both the number of labor hours and the average labor rate for the resources needed to accomplish the task


  • Note:  To calculate non-labor cost input only the dollar amount for the task material  or other non-labor resources)


(3) Tracking Schedule Progress - The OFT_6.1b_Project_Manager used for Strategic Action Plans includes example action plans and instructions for the input of data and information and for comparing task actual percent of completion (% complete) with the percent of planned completion (% planned). The variance between these two calculations shows one of three project conditions: (a) on-schedule; (b) ahead of schedule, or (c) behind schedule. The people responsible for the project are required to take appropriate and timely action to keep the project on- or ahead of schedule.


(4) Tracking Project Costs  - The OFT_6.1b_Project_Manager also provides the option to input costs for completing each task planned. This option requires special accounting charge accounts for the project, in order to capture associated costs with tasks. If this option is used, expect the accounting effort to require additional time and effort. A single cost charge account for the total project can be an easier alternative, compared to cost charge accounts for every task.


  • PROGRESS: You have reached Milestone 2 (good work). Input the status [44%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task 2.2.4 Resource Allocation - The Leadership Focus Team (LFT) includes a Chief Financial Officer (CFO), CPA or Financial Manager responsible for measuring, reporting and management of the organization's financial performance, including aggregate measures of financial return, financial viability, and budgetary performance, as appropriate. The OE21 Facilitator (OEF) supports the LFT and other Focus Teams in the implementation of this standard. The objectives of resource allocation are as follows:


1. Ensure financial and other resources are available for Strategic Action Plans

2. Discover the opportunity to expand the business, program outputs or market share

3. Help predict possible business failure and initiate action before it is too late

4. Understand how well the organization costs are within allocated budgets

5. Discover profitable or financially beneficial products, services or programs


Resource Allocation ensures that the financial and other resources (i.e., department and work unit budgets), are available to support Strategic Action Plans while meeting the ongoing financial obligations of the organization.


Task CFO Financial Performance Assessment - This assessment is a survey that captures the CFO, CPA or Financial Manager's opinion of key indicators of financial performance, including Quick Ratio, Cash Flow to Debt Ratio, Net Income/Loss and Operating Margins for the top products or services provided by the organization. The CFO Financial Performance Assessment includes the CFO/CPA opinions regarding as a minimum these four key financial management indicators:


(1) QUICK RATIO - This metric is also known as the acid test ratio. The quick ratio is cash, accounts receivable and other assets that can be quickly realized divided by your total current liabilities. This ratio tells you if you can cover your debt without tapping into your inventory. It looks at a point in time for your business and determines if it is healthy. NOTE: If assets are greater than liabilities, the quick ratio will be greater than one. Decimal ratios show that the organization needs a fast infusion of cash to remain stable. If the Quick Ratio is greater than two, this indicates that the organization may have twice the capital needed and should consider expanding the business, market share or other forms of boosting financial and operating results.

​​ ​

(2) CASH FLOW TO DEBT - The U.S. Small Business Administration cites underfunding and poor cash flow as one of the main reasons a small business fails. Cash Flow to Debt ratio is the net income plus depreciation divided by total debt and is considered a good predictor of failure. A number less than one means the organization cannot cover its bills without securing additional funds. A ratio greater than one but less than two is good, and anything higher shows the availability of surplus capital, which may lead to opportunities to invest and expand.


(3) NET INCOME/LOSS - indicates that the organization is successfully (or unsuccessfully) managing costs within allocated budgets. The formula is:


             Net Income/Loss = Revenue (Income) - Expenses (costs)


(4) OPERATING MARGINS -The operating margin lets us focus on the profitability of the total organization or for each main service or product. The Operating Margin is the profit after deducting variable costs of production or service delivery (cost of goods sold or delivered). If this ratio is equal to one, then there is no cost for doing business and all the income from sales is profit. If the ratio approaches zero, all the income from sales is eaten up by producing the item. Somewhere in the middle of these two extremes is a good profit margin. This ratio only looks at operating costs and before-tax sales. It does not take into consideration after-tax effects or cash assets. In the Financial Performance Assessment, the operating margins for the top five products or services are provided by the CFO or Financial Manager.


(5) OTHER ASSESSMENT INFORMATION - The CFO Financial Performance Assessment also includes questions related to standard/good financial management practices, including maintenance and distribution of balance sheets, income statements, budget vs. cost reports, validation of data/reports, timely distribution of financial data/reports, proper controls over cash, check writing, financial transactions, risk management, and IRS and other legal and regulatory reporting. The following link is provided to preview the Financial Assessment with Case Study data inputs:


  • LFT 2.2 CPA CFO  Performance Assessment (survey)


(6) COST OF GOODS SOLD (COGS) - The Leadership Focus Team (LFT) CFO or Financial Manager is responsible for calculating the cost of goods sold (COGS) for each significant product, service or program. This is often a complex calculation involving many of the following financial analysis requirements used by businesses:


Inventory costs:
* beginning and end of year


Direct costs:
* cost of merchandise purchased
* cost of raw materials
* packaging costs
* work in process
* cost of finished products inventory
* production/creation supplies
* direct overhead costs related to production


Indirect Costs:
* labor (for workers who touch the product)
* costs to store or wholesale the product
* depreciation of equipment used to produce, package, or store the product
* salaries of those who oversee production or creation
* equipment used for administrative work (support services)


Facilities Costs:
* percent allocated to facilities costs


Calculate COGS and apply inventory methods (LIFO or FIFO).


Disclaimer: The information in this standard and on this website are intended to be general and not tax or legal advice. Every situation is different and circumstances change.


The CFO or Financial Manager is responsible for integrating the financial intake (revenue or sales) with the estimated COGS and providing a usable spreadsheet output to the other focus teams.


An example of usable outputs (value contribution for each key product, service or program) is provided in the Product/Service Value Contribution model, as shown in Standard 6.1b Task 6.1b-2 (Figure 6.1b-3). 


The example shows that the organization's product/service portfolio has winners and losers. The highest value contribution (Gross Profit) is from Category 1000 Total Ice Skate Revenue, and the lowest is Category 3000 Total Fitness Center, which is operating at a loss.


Task Execute the CFO Financial Performance Assessment - The facilitator requests that the CFO or Financial Manager in charge of financial performance provides inputs to the CFO Financial Performance Assessment. The OE21 Facilitator launches the assessment and provides the survey link to the CFO or Financial Manager who then responds. The following link is provided to preview this assessment.


Task Export CFO Financial Performance Results and Create Report - The OE21 Facilitator exports the CFO Financial Performance results, and supports the CFO or Financial Manager in the use of the data to create a one to a two-page report of findings. The LFT reviews and shares this report with the other focus teams to maintain transparency across the organization. The LFT and the OE21 Facilitator use the Results Report to develop tasks for the LFT 1.1 Leadership Excellence Action Plan to improve financial performance.

  • PROGRESS: You have reached Milestone 3 (good work). Input the status [61%] on the organization's OE21 Intranet Main page alongside the title of this standard.


Task 2.2.5 Product Service Value Contribution Report - The CFO works with the Customer Focus Team (CFT) to create the Product Service Value Contribution Report. This report summarizes the revenue, cost of goods sold (COGS), expenses and gross profit (value) for each of the organization's products, services or programs. The CFO is responsible for the validity of the data and the CFO and CFT construct spreadsheet models used to highlight these data as shown in Figure 2.2-5.

This report should be sorted to show highest-to-lowest gross profit products or services. The results as shown in Figure 2.2-5 should be used as part of strategic planning, with the objective of replacing or making significant changes to those low or no-profit products or services. 

Figure 2.2-5 Product or Service Value Contribution Report - Spreadsheet Model

Task 2.2.6 Approve Strategy Action Plans - The Leadership Focus Team (CEO and CFO included) review the estimated costs for all Strategy Action Plans, using the project management files provided by each focus team. The LFT reviews final costs and budgets that will be allocated for each Strategy Action Plan. This process may result in decreases in some plans and increases to others. Once the final budgets are approved for each plan, the responsible focus teams will make the necessary adjustments to the tasks, and their labor and non-labor dollars planned. Once the plans are in alignment with the LFT resource allocation for the plans, the LFT approves each of the five Strategy Action Plans and directs that the projects begin on their scheduled start dates.


Task 2.2.7 Input Strategy Action Plan Metrics into PMS - To measure the progress of the Strategy Action Plans at the end of each month, the cumulative percent of project completion (%) and the cumulative percent of project planned (%) are collected from the Strategy Action Plans, and input into the Performance Measurement System (PMS). The PMS tool then creates a Trend Chart showing the comparison of actual to the planned percent of completion. The following PMS files for each of the focus teams should be downloaded and previewed.


  • LFT 7.4_7.5 PMS Leadership Excellence Metrics 

  • CFT 7.2 PMS Customer Excellence Metrics 

  • OFT 7.1 PMS Operations Excellence Metrics

  • WFT 5.1d PMS Workforce Excellence Metrics 


Task 2.2.8 - Create the STRATEGIC PLAN - The Strategic Plan is a key document used to maximize the value of the organization to all of its stakeholders (workforce, customers, outside stakeholders, community) and to help define desired results and outcomes of the organization. The following sections are suggested, based on inputs from the implementation of OE21 Standard 2.1, Strategy Development and the Organizational Profile Parts 1 and 2:


Section 1: A Comprehensive Mission Statement covering the major functions and operations of the organization (from Organization Profile Part 1)


Section 2: A list of Strategic Objectives for each Strategic Theme


Section 3: A description of how the strategic objectives are to be achieved, with reference to the Strategic Them Excellence Action Plans, and Key Performance Indicators (KPIs) for the accomplishment of each Action Plan.


Section 4: A description of the Strategic Assessments created in Standard 2.1 Strategy Development.  These strategic assessments are used in establishing or revising strategic objectives and action plans, and to set a schedule for future strategic assessments. Strategic assessments are normally conducted annually or when significant organization changes or events require an update.


Section 5: An identification of those Key Factors external to the (organization) and beyond its control that could significantly affect the achievement of the strategic goals, objectives and action plans, including Performance Projections of short- and longer-term strategic planning horizons.


The Strategic Plan will begin with the initial draft and will be updated until the final draft is approved, with inputs from the implementation of all remaining OE21 Standards.


Task 2.2.9 - Deploy Strategic Plan - The Strategic Plan is published on the INTRANET by the Leadership Focus Team (LFT-IT). The LFT-IT then notifies all levels of the workforce that the Plan is available to view. The focus teams are responsible for the execution of the Strategic Plan (Strategy Action Plans). 

PROGRESS: The status (Milestone 4 = 100%) is input on the organization's OE21 Intranet Main page alongside the title of this standard.

  • PROGRESS: You have reached Milestone 4 (congratulations). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.