For as long as I can remember there has been a gap between the development of strategy and its execution. Fine words and intentions bound in beautiful folders rarely see the light of day as organizations find their hands tied by inadequate systems and processes. The theory of strategy development is well developed and articulated through the performance management cycle. Michael Coveney takes a fresh look at the approach in an interesting feature article this week. Yet, delivery remains a challenge. Despite massive investment in performance management systems very few organizations appear able to join up the dots between strategic objectives, plans and execution.
Also this week, Lesley Meall explores what it means to have virtualized financial and business applications. Yet more vocabulary to come to terms with in the rapidly evolving Cloud-space.
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