ABSTRACT
The strategy execution maps outlined in Chapter 6 are powerful tools for translating strategy into action. However, starting with overall objectives and translating them into activities represents only one way of creating alignment to execute strategy. Top-down planning can be a relatively deterministic process, usually relying upon initiation by senior managers. Desired outcomes (effects) are determined first and then used ultimately to establish critical activities (causes) that – it is hoped – will indirectly cause these outcomes. In this chapter, we turn to look at how alignment and causality can be applied bottom-up. This is useful for two reasons:
• to focus on particular critical activities and test more precisely whether they will plausibly cause the achievement of overall objectives and inform how they should be carried out to do this;
• to handle more emergent opportunities and ideas and ensure that they are aligned with overall objectives.
