ABSTRACT
As well as setting out the strategy and its priorities (asking ‘what’ questions) and the execution (asking ‘how’ questions), the company must also ask and answer the ‘who’ questions. Who will be responsible for executing which parts of the strategy? Many companies struggle with this. Staff and managers are unsure as to their own role and responsibilities within the company. Mostly this is because the business processes themselves are unclear and not 3C (not consistent, complete or comprehensive), and therefore people do not really know what is expected of them. Bad management practices can also lead to tensions between line and function, or between head office and the regions. These too can create uncertainties, situations where people are not sure what they are responsible for, or to whom. Issues such as management development, training, career development, compensation and so on are also an important part of the organizational driver for performance excellence.
