The second column was regular follow up via area

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Unformatted text preview: and then, in an enhanced form, to track the progress of strategic initiatives. The second column was regular follow-up via area meetings, held in preparation for executive committee meetings. The priorities recognized previously for the initiatives established the criteria for implementation. The third column stemmed from the thorough and careful formulation of the plan. The fact of having developed a participatory system of analysis and formulation improved the quality of the plan, allowing the objectives and the underlying reasons for those objectives to permeate the different organizational levels. This system allowed each intermediate manager to know what he/she had to do, what was expected of him/her, and how results would be measured, as noted by the CEO. Another effect of the way the plan was formulated, through deliberation and reasoned argument, was that the criteria for decisionmaking were perfectly clear to the managers we interviewed. That is not to say that all the managers thought exactly the same, merely that there was broad agreement. As noted by informants, at least in the analysis and formulation stages, all alternatives had been discussed before a criterion was chosen. Every manager from levels 1, 2, 3 and 4 had discussed the content of this agreement. Finally, for all these reasons the plan was implemented on the basis of delegation of responsibilities. The strategy-making tracking system at RACC was built on two interrelated elements: measurements and periodic meetings. First, the key performance measures for each strategic objective (settled while implementing the plan) made it possible to know the status of each objective in real time. An example of these measures is the quality of service index. At the start of the plan, there were too many indicators for each objective. As the system was perfected, however, key measures were identified and redundant ones were trimmed. As a result, key performance indicators were available for each initiative. These indicators had been improved over time to give a more precise measure of results. The area in charge of measurements and indicators was the Planning and Supervision department. The second element was the periodic meetings held at unit level. In these meetings, performance of strategic objectives and initiatives was evaluated. Each area would meet at least once a week 12 to appraise initiative performance. The spirit of these meetings was to deliberate and analyze how or why objectives had or had not been accomplished, and strategic conversation arose around previously settled objectives and performance measures. The goal was not to find the guilty person, but to build solutions. This finding differs from that of Marginson (2002), who found that control systems created dysfunctional tension in strategy development. The aim that emerged in the course of our case study was to seek deliberation, among second and third level management, and deduce the reasons for the state an initiative was in at a given moment. At...
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