Social Advancement as a Critical Success Factor in a Model …
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2 Translation and Control of Strategy
By studying the performance evaluation and control systems for the implementation
of business strategies, Simons (2000) developed a model of strategic control levers,
involving four dimensions related to the Ps of strategy (Mintzberg et al. 2000):
strategy as perspective; strategy as position; strategy as plan and strategy as pattern.
Strategy as perspective involves the consideration of values, beliefs, and ideals
as master guides of the organization. It depends on the belief systems designed to
communicate, give support and establish commitment among the individuals who
make up the organization in order to develop a culture that reproduces the values
declared in the company’s mission.
The strategy as position considers the limits that should govern the company’s
behavior and management decisions according to the risks that should be avoided. It
also considers the limits derived from the intended strategic positioning of the organization in the market regarding the pressures and competitiveness of the industrial
sector (Porter 1998).
After the definition of the mission and the strategic positioning of the company
through the analysis of the competitive dynamics of the market and the resources,
skills, and internal capacities, there is the dimension of the strategy as plan. In this
phase, the objectives and goals are set, communicated, and distributed formally
throughout the organization, as well as the necessary resources are planned and
coordinated so that the objectives can be achieved. In this phase are also defined
performance measures and actions needed to achieve the goals.
Finally, the dimension of the strategy as pattern considers that from the actions
of the people who constitute the basis of the company, ideas also emerge that can
become suitable strategies for the organization. These are called emergent strategies,
leading to the organizational learning process (Mintzberg and Quinn 2001).
The control levers associated with performance measurement techniques, such
as the Balanced Scorecard—BSC (Kaplan and Norton 1997)—which fall within
the Simons model (Simons 2000) as diagnostic control systems on the Plan lever,
and interactive control systems in the Pattern lever—enable effective coordination
and management of the business by the managers, or provide conditions for proper
strategic management of the company.
Ward and Peppard (2002) suggest the combination of BSC with the critical success
factors (CSF) to provide a holistic approach to the requirements for the development
of Information Systems. Critical success factors are the key points that define the
success or failure of an objective set by the planning of a particular organization.
Rockart (1979) defines the CSF as a limited number of areas and their results, which, if
satisfactory, promote the success of the competitive performance of the organization.
21
2 Translation and Control of Strategy
By studying the performance evaluation and control systems for the implementation
of business strategies, Simons (2000) developed a model of strategic control levers,
involving four dimensions related to the Ps of strategy (Mintzberg et al. 2000):
strategy as perspective; strategy as position; strategy as plan and strategy as pattern.
Strategy as perspective involves the consideration of values, beliefs, and ideals
as master guides of the organization. It depends on the belief systems designed to
communicate, give support and establish commitment among the individuals who
make up the organization in order to develop a culture that reproduces the values
declared in the company’s mission.
The strategy as position considers the limits that should govern the company’s
behavior and management decisions according to the risks that should be avoided. It
also considers the limits derived from the intended strategic positioning of the organization in the market regarding the pressures and competitiveness of the industrial
sector (Porter 1998).
After the definition of the mission and the strategic positioning of the company
through the analysis of the competitive dynamics of the market and the resources,
skills, and internal capacities, there is the dimension of the strategy as plan. In this
phase, the objectives and goals are set, communicated, and distributed formally
throughout the organization, as well as the necessary resources are planned and
coordinated so that the objectives can be achieved. In this phase are also defined
performance measures and actions needed to achieve the goals.
Finally, the dimension of the strategy as pattern considers that from the actions
of the people who constitute the basis of the company, ideas also emerge that can
become suitable strategies for the organization. These are called emergent strategies,
leading to the organizational learning process (Mintzberg and Quinn 2001).
The control levers associated with performance measurement techniques, such
as the Balanced Scorecard—BSC (Kaplan and Norton 1997)—which fall within
the Simons model (Simons 2000) as diagnostic control systems on the Plan lever,
and interactive control systems in the Pattern lever—enable effective coordination
and management of the business by the managers, or provide conditions for proper
strategic management of the company.
Ward and Peppard (2002) suggest the combination of BSC with the critical success
factors (CSF) to provide a holistic approach to the requirements for the development
of Information Systems. Critical success factors are the key points that define the
success or failure of an objective set by the planning of a particular organization.
Rockart (1979) defines the CSF as a limited number of areas and their results, which, if
satisfactory, promote the success of the competitive performance of the organization.