Creating Timetables

Policy Deployment: Creating Timetables for Realizing Our Vision

Policy Deployment translates strategic intent into required day-to-day behavior and turns broad, long-term strategies into realistic annual initiatives upon which our organization can act. It plays an essential role because it translates annual corporate objectives into coordinated, quantitative local contributions managed by a timetable.

We create many integrated goals to help Alcan and its businesses succeed. These include:

Long-Term Strategies:

Long-term strategies form a bridge between our organization’s current situation and its long-term vision. They describe the challenges, opportunities and priorities for our organization over the next several years. These strategies specify how the organization will effectively:

• Meet changing requirements
• Distinguish the organization from its likely competitors

• Manage internal strengths and weakness

Mid-Term (3- 5 Year) Strategies:

Mid-term strategies map a three-to-five-year journey toward the company vision and align the team with top annual initiatives. They specify vital strategic gaps that must be closed within three to five years to ensure a strategic position. These strategies exist to:

  • Identify one, two or three breakthrough objectives that require multi-year effort on the part of the organization
  • Determine the preliminary responsibilities and annual sequencing of key tasks to achieve these objectives

Achieve consensus that the selected items are priorities and then link these items to daily management activities

High-Level Annual Initiatives:

Annual initiatives create focus for mid-term goals and make them specific and measurable. They specify competencies on which employees must focus in the next 12 months so as to make dramatic inroads toward five-year objectives.

After annual initiatives are established, actions for the year are linked to them and deployed throughout the organization.

Every month at a policy deployment meeting, each manager reports on performance using KPIs. (This is called a “drill down” of KPIs by level). Any shortfall becomes visible in KPIs at more than one level of the organization. This draws attention to required actions and needed resources.


6 thoughts on “Creating Timetables

  1. 3-5 year strategic plans have gotten a little boring as of late… you hear it all the time.. double in size in 5 years.. etc etc…

    First of all, most of the time these are medium size companies that are looking to do this acquisitively not organically. It is extremely difficult to organically double in size (if you are not a small company)… so these medium size companies build strong capabilities around acquire and integrate capabilities…

    What happens over time is that the company spend so much time internally focuses.. meeting the business model of the acquisition, that they never build muscle tissue for organic growth… Very little investment relative to their category peers in innovation, branding, marketing and commercial functions… the acquisition strategy is loved by wall street until organic growth problems persist and the overall growth of the company falters due to acquisition slow downs..

    Clearly acquisition is a great lever for growth.. simply stated though it needs to be a 3 legged stool, Acquisition, Operational Excellence and Organic growth… Acquire in Down markets, Organic growth accelerating in up markets and Op-Ex all the time (integration, operational and commercial operational excellence…_)

    How does this relate to the 3-5 year plan… These plans should be focused on organic growth and the acquisition strategy not factored into the overall flow unless there is a sure target on the horizon (which is rare)… or there is a post acquisition scenario that requires leveraging the integration of the new combined company…

    Organic growth is hard and it needs a certain mind set, patience and focus. That is another subject… it starts with a 3-5 year plan that is linked to an organic vision of the company.. not an acquisition vision.

    Reference — Halden Zimmermann… 3-5 year plan comments and Continuous Improvement…
    View story at

  2. More often than not, policy deployment gets lost in the fray of business activity and tight schedules. Strong leadership on driving strategic improvement initiatives into the business will take a good affect.

  3. Here is an excellent video on the use of policy deployment and the tools needed to execute these very well. The key is to keep discipline in the model and keep the number of initiatives
    less than 3.

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )


Connecting to %s