NETFLIX INFORME TRANSVERSAL

Honelako gehiago

Formula 1 / Logistics

by Paul Perrin

GRUPO BIMBO

by Graciela Guzman

P3 Business Analysis

by Eddy Tan

MM's

by Pero Gruyo

TECNICO EN MARKETING

If after constructing the VMOST tree for your organization you have no open questions, then you can be confident that your organization is well informed and well-aligned around your vision, mission, and strategy.

If you have any open issues from the analysis, then you should resolve these and communicate your vision, mission, and strategy again.

Many organizations have a vision, mission, and objectives but go straight to action, without having a strategy for understanding and solving difficult problems. This is the most likely area for further leadership.

JAVIERA GAZMURI

JOSE MANZANERO

ANA PAREDES

NETFLIX INFORME TRANSVERSAL

Type in the name of your organization.

DIAGNOSTICO DE LA SITUACION

How should your Strategies change?

You might need to add, remove or clarify strategies to achieve each objective.

Make some notes about how your Strategies could be changed.

Do all your strategies fit together?

Review all your strategies across objectives.

• Do they all fit together?
• Do any of them work against each other, or not line up?

How should your Strategies be strengthened?

Consider replacing strategies that do not solve problems.

Make some notes about how your Strategies should change.

Are your strategies really strategies?

Review each of your strategies and check that they really are strategies.

• Does each strategy solve an identified problem?
• Is each problem really a core problem, or are there other mechanisms behind it? Solving symptoms is not strategy.
• Are any of your strategies actually goals or objectives? 'Be the best' is not a strategy.

You might need to clarify your objectives to include other strategies, or maybe some of your strategies are not really aligned with objectives and should be changed.

Make some notes about how your objectives or strategies should change.

CONCLUSION

Do all your tactical projects complement each other?

• Do all your tactical projects join up, or are there gaps or overlaps?
• Are there any areas where effort is being duplicated?
• Could these be streamlined to support more than one strategy?

CITAS Y REFERENCIAS

What actions should you take?

How can you ensure that your staff are making decisions that are influenced by bigger goals?

Make some notes about how you will do this.

INTRODUCCION

HISTORIA

ANALISIS FODA

CADENA DE VALOR

MACROENTORNO

Subtopic

MICROENTORNO

Are your objectives enough to deliver your Mission?

Review your objectives together with your mission statement.

• If you achieve these objectives, are they enough to deliver your mission statement?
• Do they all contribute to the mission? Or do some of them not really help?
• Might you need some more objectives to be certain of achieving your mission?

You might need to review your objectives to ensure that they work as a group and support each other.

Make some notes about how your objectives should change.

Do all your objectives fit together?

Review all your objectives.

• Do they all fit together?
• Can they all be achieved without conflict?
• Will you need to make difficult choices between them?
• Do they overlap or duplicate effort?

What should change?

You might need to clarify your mission to embrace other objectives, or maybe your objectives are not really aligned with your real mission.

Make some notes about how your mission statement or objectives should be changed.

Are all your objectives in the VMOST tree?

• Does the VMOST tree contain all your objectives?
• Are you aware of any others that your organisation is pursuing, that have been left out?
• Might this be because they don't quite 'fit' with everything else?

Add your answer

LA EMPRESA

VISION

MISION