This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (SMO Series: Strategic Management Office [SMO] Implementation) is a 24-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization.
The ultimate role to execute Strategy lies with the line managers and employees, but without a core command and coordination office (i.e. the SMO), Strategy is either skipped from key processes or the processes are ineffectual across business units, causing poor Strategy execution.
This presentation is the final in a series of 3. It covers the nuances of implementing a Strategic Management Office. Topics include the 4 common SMO Organizational Models and SMO resourcing need.
Additionally, we discuss a specific case study of SMO implementation with Chrysler in the early 2000s, including a deep dive into resource allocation across the 9 SMO processes.
This deck also includes for you to use in your own business presentations.
This PPT dives into the critical roles and responsibilities necessary for an effective SMO, including detailed breakdowns of the 9 key Strategy Management processes. It provides actionable insights into resource allocation, ensuring that each process is adequately supported by the right personnel. The presentation also outlines the importance of aligning all business units with the overarching strategy, emphasizing the need for cohesive integration across various functions.
The case study on Chrysler's SMO implementation offers a real-world example of how a well-structured SMO can drive significant business results. It highlights the steps taken by Chrysler to align their strategy with operational execution, detailing the specific roles and resources allocated to each strategic process. This comprehensive guide is essential for any organization looking to enhance their strategic management capabilities and achieve sustained success.
This PPT slide outlines the role of the Strategic Management Office (SMO) in the context of a Chrysler case study, focusing on the development of strategy materials and communication content. It highlights 3 key areas of responsibility: Strategic Planning, Strategy Communication, and Initiative Management.
In Strategic Planning, a senior manager and 3 managers engage in scenario planning to identify core challenges. This process is crucial for selecting strategic initiatives that will be prioritized in the annual planning cycle. The involvement of multiple managers indicates a collaborative approach to addressing strategic issues.
The Strategy Communication section emphasizes the SMO's role in creating Balanced Scorecards and strategy packs. Here, another senior manager and 3 managers work closely with the corporate communications team. They are responsible for producing various communication materials, including presentations and training resources. The SMO serves as a content expert, facilitating discussions in quarterly executive meetings and monthly strategy forums, which underscores its importance in maintaining alignment across the organization.
In the Initiative Management area, 2 senior managers, 3 managers, and 2 analysts are tasked with identifying and evaluating strategic initiatives. Their role is to assess the progress of these initiatives and provide guidance to the SMO team. However, it is noted that operational groups are accountable for executing their own initiatives, indicating a clear delineation of responsibilities.
Overall, the slide presents a structured approach to strategic management, showcasing how the SMO supports Chrysler in aligning strategic objectives with effective communication and initiative execution.
This PPT slide outlines 4 organizational models for implementing a Strategy Management Office (SMO), emphasizing the importance of direct access to the CEO for effective strategy execution. The first model, "Direct to CEO," ensures that the SMO has immediate access to the CEO, facilitating swift decision-making and alignment with strategic goals. This model is positioned as optimal for organizations aiming for agility in strategy implementation.
The second model, "Direct to CFO (with direct access to CEO)," places the SMO within the finance or strategic planning functions. While it reports primarily to the CFO or COO, it retains direct access to the CEO. This structure can provide a balance of oversight and strategic alignment, though it may introduce additional layers that could slow down responsiveness.
The third model, "Indirect to CEO (minus 1 level)," places the SMO one level below the CEO, limiting direct access to the top. This configuration may hinder the SMO's ability to influence high-level strategic decisions effectively. The fourth model, "Indirect to CEO (minus 2 levels)," positions the SMO 3 levels below the CEO, further reducing its influence and access.
The slide concludes by asserting that the SMO should ideally report directly to the CEO, reinforcing the notion that proximity to the top leadership is crucial for successful strategy implementation. The guidance provided here is essential for organizations considering how to structure their SMO for maximum impact. Understanding these models can help executives make informed decisions about their strategic frameworks.
This PPT slide presents 2 primary organizational models deemed most effective for executing strategy within a company. The first model, "Direct to CEO," establishes a solo relationship where the Strategic Management Office (SMO) reports directly to the CEO. This structure allows the SMO to set agendas for key meetings, ensuring direct influence over strategic discussions and decisions. The SMO's close relationship with Balanced Scorecard (BSC) managers in various business units enhances coordination for strategic initiatives.
The second model, "Direct to CFO, with direct access to CEO," features a dual relationship. Here, the SMO reports to the CFO while maintaining direct access to the CEO. This arrangement facilitates regular interaction with both the CEO and CFO, allowing the SMO to play a pivotal role in strategic planning and execution. The slide highlights that this model supports a collaborative environment, where the SMO can effectively align financial and operational strategies.
In contrast, the "Direct Minus One Level" model is depicted as less effective. In this scenario, the SMO is positioned below the CFO or COO, which can hinder its ability to gain the necessary respect and attention from senior executives. The slide indicates that this structure complicates the SMO's role in prioritizing strategic management initiatives.
Lastly, the "CEO Minus Two Levels" model is also shown as ineffective. Here, the SMO is relegated to a mere performance measurement system, lacking a central role in strategic discussions. Overall, the slide underscores the importance of direct reporting relationships for the SMO to influence and execute strategy effectively.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
For $10.00 more, you can download this document plus 2 more FlevyPro documents. That's just $13 each.
ABOUT FLEVYPRO
This document is part of the FlevyPro Library, a curated knowledge base of documents for our FlevyPro subscribers.
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
Read Customer Testimonials
"Flevy is now a part of my business routine. I visit Flevy at least 3 times each month.
Flevy has become my preferred learning source, because what it provides is practical, current, and useful in this era where the business world is being rewritten.
many challenges and there is the need to make the right decisions in a short time, with so much scattered information, we are fortunate to have Flevy. Flevy investigates, selects, and puts at our disposal the best of the best to help us be successful in our work.
"
– Omar Hernán Montes Parra, CEO at Quantum SFE
"I have found Flevy to be an amazing resource and library of useful presentations for lean sigma, change management and so many other topics. This has reduced the time I need to spend on preparing for my performance consultation. The library is easily accessible and updates are regularly provided. A wealth of great information."
– Cynthia Howard RN, PhD, Executive Coach at Ei Leadership
"I have used FlevyPro for several business applications. It is a great complement to working with expensive consultants. The quality and effectiveness of the tools are of the highest standards."
– Moritz Bernhoerster, Global Sourcing Director at Fortune 500
"If you are looking for great resources to save time with your business presentations, Flevy is truly a value-added resource. Flevy has done all the work for you and we will continue to utilize Flevy as a source to extract up-to-date information and data for our virtual and onsite presentations!"
– Debbi Saffo, President at The NiKhar Group
"FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The
quality of the decks available allows me to punch way above my weight – it's like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.
"
– Roderick Cameron, Founding Partner at SGFE Ltd
"[Flevy] produces some great work that has been/continues to be of immense help not only to myself, but as I seek to provide professional services to my clients, it gives me a large "tool box" of resources that are critical to provide them with the quality of service and outcomes they are expecting."
– Royston Knowles, Executive with 50+ Years of Board Level Experience
"My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me
in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.
"
– Bill Branson, Founder at Strategic Business Architects
"As an Independent Management Consultant, I find Flevy to add great value as a source of best practices, templates and information on new trends. Flevy has matured and the quality and quantity of the library is excellent. Lastly the price charged is reasonable, creating a win-win value for
the customer, Flevy and the various authors. This is truly a service that benefits the consulting industry and associated clients. Thanks for providing this service.
"
– Jim Schoen, Principal at FRC Group
Save with Bundles
This document is available as part of the following discounted bundle(s):
Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S, Balanced Scorecard, Disruptive Innovation, BCG Curve, and many more.
Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S, Balanced Scorecard, Disruptive Innovation, BCG Curve, and many more.
Click main image to view in full screen.
