MS Responsibilities - ColorTo make a Strategy happen is to put it all together. I have in this book tried to explain that a Management System is a complex structure of interacting elements, all to be mastered in order to gain long term success. When you develop the Management System it is not good enough to have an excellent design in parts of the structure. You need a balance in all elements. This is the real challenge for any business leader. A good leader are able to balance a number of elements to utilize the full potential of the Organization.

I have built the structure of this book with the aim to step by step explain how to manage the design work of a Management System. I started in Part II to describe the fundamental theories of the Management System. Then Part III of the book described how to create the content of each building block. Part IV of this book described how to improve internal efficiency via an improved design of key parts of the Management System.

The red thread in this book has been built around the following basic principles.

  • The Management System is the internal structures of an Organization, established with the purpose to enable execution to fulfil objectives.
  • A Management System is an open system with interactions to external environment as well as in between included internal elements.
  • A Management System of an Organization is a complex system. As such it has to be designed on both a top level to fit business objectives as well as on detailed level to meet performance objectives.
  • The Management System Architecture supports design work on top level. This architecture has to fit external needs and requirements as well as internal logic and possibilities. The design of a Management System Architecture is a task that has to be driven by the top management. The Management System Architecture is described in a Business Manual.
  • The detailed design of the Management System Architecture is done in Management System Building Blocks. This detailed design work should be delegated as far as possible out to where activities are conducted, still maintained as a coherent Management System. The work should be coordinated by a central Organization Design function and with the support of a Management System Framework.
  • It is not possible to understand if the Management System meets its purpose unless we measure performance. The measurements are the tangible feedback loops established to monitor achievement of initial objectives set up for the Organization.

To implement a new or changed Strategy of the Organization you have to change the design of the Management System. This means you have to understand the theories of a Management System. You have to understand how the Management System Architecture is effected by the new Strategy. From this you need to find efficient design solutions to different Management System Blocks in order to meet new needs and requirements. One crucial part of the design work is establish ways to measure and monitor strategic effects of the changed Management System. In a way the full content of this book is about making Strategy happen. But I will in this final Part describe aspects of the design of a Management System that can be directly drawn from business strategy changes.

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