Introduction
The problem that deserves consideration and needs to be addressed within this organization is the inability to accurately track the progress in the development of the company. Even though the company has a well-thought-out development strategy, its obvious drawback is the lack of methodological tools for a real assessment of its efforts. Information is disseminated even though the company has a clear vision and purpose.
Discussion
The reason for this is the lack of a centralized system for analyzing information and further strategic planning. The company lacks a methodological apparatus that would contribute not only to decision-making but also to its evaluation. Strategic planning implies an analytical approach to the decision-making process itself and hence the detailed collection and analysis of statistics. The organization is currently too focused on achieving the vision and goals of sustainable development. The motivation to serve the lofty goal of an environmentally sustainable future turns out to overshadow the real challenges. It is required to propose a strategic model for the organization to independently evaluate its efforts in intelligible criteria.
This lack of an interpretive method for evaluating a company’s performance dilutes its statistical advantage over other organizations. The inability to assess the degree of achievement of strategic goals leads the company to look into the future, which is not realistically achievable. The vision of the ideal picture distorts the real state of things, and the company cannot even show its competence, since the methods of its evaluation are not legitimate. Thus, the vision of the real tasks of the company is also distorted, since it is unable to demonstrate a clear plan for the next steps.
In modern strategic management, the theoretical model of Objectives and Key Results (OKR) is often used. With the help of this model, systematization between team and individual tasks within the company is carried out. What is important is the strict separation that is made between the goal and the key result – the lenses are only vectors of the direction of movement (Helmold et al., 2019). Key results are perceived as evidence of movement in the right direction. This system also allows the implementation of initiatives at each of the key stages. Initiatives allow, being introduced at the right stage, to achieve the goal faster. It is important that with the help of such a management method, general and individual tasks are separated. This allows the managed team of employees to recognize their contribution to the company’s activities and appreciate the importance of collective effort. In this way, the competitive dynamics of the group are used in an efficient way that is positively influencing the solution to the problem. Thus, this method increases social and labor consciousness, while the acquired motivation is positively combined with the awareness of movement towards goals.
The problem was chosen due to the difference observed in many companies between the set global objectives and the actual state of the economic strategy. It often happens that the sustainable development goals presented by companies as a mission statement are not fully achievable. This happens due to the utopian vision of companies and their desire to emphasize their high humanism. Together with these plans going for decades ahead, they do not have sufficient flexibility. That is why it is proposed to use a real strategic model that would allow the team to delegate roles and make adjustments.
My role in connection with this problem would be the organization and distribution of staff. To ensure effective teamwork, it is required to organize the team in such a way that there are no replaceable people in it. Each of the employees has a unique personality structure and work abilities, so the distribution of employees following the team roles most appropriate to them is required. My role would be to discover certain traits and advantages in the team members to delegate to them the specific powers of the required team member. Based on this, I am ready to take on more responsibility than other team members as a person organizing teamwork. However, it will be possible to bear responsibility only for the non-realization of the most immediate goals, since the tasks of strategic development are more long-term.
The use of OKR seems to be the most logical method to observe the results that the company achieves in its gradual development. The use of this method in the work of an organization requires an increase in the organizational culture as a whole, which implies an increase in interactions between employees, and high discipline in the workplace. The next step after the implementation of OKR to solve the problem of decentralized information will be the desire to create a highly ethical corporate culture. OKR should be only a step towards solving the problems of the company, and the increased quality of reporting, as a result, will allow closer to creating a self-organized and motivated working environment in the organization.
Conclusion
Thus, having solved the problem of reporting within the organization, it will be possible to generally structure the work within the company, the interaction between employees, and a more specific connection between far-reaching goals and real tasks and opportunities.
Reference
Helmold, M., Dathe, T., & Hummel, F. (2019). Operations and supply management 4.0. Springer.