 EN BUSCA DEL ALINEAMIENTO OPERACIONALAbante, 1998, vol. 1, issue 1, 33-58 Abstract: An organization is said to be operationally aligned when the local objectives of each of its units is coherent with its own strategic objectives. This paper presents a methodology for achieving such an alignment,which is based on four stages: Strategic Planning, Organization Structuring, Performance Control and Improvement Management. Strategic Planning is, in this context, the definition of two types of strategic objectives: the vertical ones, to meet the requirements of the company’s owners, and the horizontal ones, to satisfy customer or client needs. The Organization Structuring stage includes those agreements within the company that are established in order to achieve both the vertical and horizontal objectives. The Performance Control stage detects errors in the alignment, using tools such as the Balanced Scorecard (vertical control) and the ABM-ABC (horizontal control). Improvement Management allows to correct those errors using different techniques: Continuous Improvement, Incentives, Process Reengineering, Transfer Prices and others. To illustrate these concepts, a Chilean mining company case study is presented. Keywords: Operationally aligned; Strategic Planning; mining; Chile (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pch:abante:v:1:y:1998:i:1:p:33-58 Ordering information: This journal article can be ordered from Access Statistics for this article Abante is currently edited by Eduardo Walker More articles in Abante from Escuela de Administracion. Pontificia Universidad Católica de Chile. Contact information at EDIRC. |
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