You can use an organizational excellence process to achieve what your mission statement calls for
An Organizational
Excellence Process ...
3. Develop Strategy and Action Plans
Strategic planning in many organizations is heavy on communication and bringing participants up to speed on issues and light on actual strategy and action plan development. (See Strategic Planning for information on how you can change this.) Strategy and action plans establish generally (strategy) and in detail (action plans) how you intend to achieve your current objectives on each of the excellence dimensions.
Most people in management are familiar with this process. You start with a need or opportunity, usually defined in terms of a gap between where you are and where you want to be. If this gap is large or complex, then you will probably want to approach it in small steps that allow for learning and adjustment of plans as you go.
If you are looking at market leadership as a component of excellence, then how you pursue market leadership is normally quite clear. But if you are trying to figure out how to increase your "great people" percentage, the path may be unfamiliar. A recent fad is the ABC classification in which your bottom-performing 10% (C-people) are sent on their way each year. This strategy can have a number of seriously adverse consequences that you have to plan to deal with simultaneously, assuming that you are aware of them. Unless you have a very specific way of defining "great people", your first action plan may involve determining just what you mean by "great people" — an assessment plan. Only after you have an assessment and decide what you want to change, if anything, can you begin to address how to achieve the value itself.
Your output from this step should be a set of action plans that specify an objective, where you are starting from, generally how you will achieve the objective (strategy), and finally a list of specific action items, with responsibilities and timing.
4. Execute, Track and Assess
The most important part of the process is execution, which should include provision for regular progress tracking and assessment of results. Too many management action plans are tracked and assessed simply by checking off action items. But just because an action item is complete does not means that it was successful or that it had no unintended consequences. Proper execution-phase tracking requires measurement of critical variables of the system being affected.
Tracking of critical variables in the affected system gives you vital information about changing conditions or impacts that appear to be adversely affecting related areas. Such early-warning information may lead you to modify your approach or plan details.
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