{"id":13878,"date":"2026-02-13T10:26:02","date_gmt":"2026-02-13T15:26:02","guid":{"rendered":"https:\/\/www.setym.com\/?page_id=13878"},"modified":"2026-03-12T10:40:08","modified_gmt":"2026-03-12T14:40:08","slug":"assistance-with-strategic-planning-and-execution","status":"publish","type":"page","link":"https:\/\/www.setym.com\/en\/personalised-support\/assistance-with-strategic-planning-and-execution\/","title":{"rendered":"Assistance with Strategic Planning and Execution"},"content":{"rendered":"\r\n
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Assistance with Strategic Planning and Execution<\/h1>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
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Institutionalisation of the Balanced Scorecard (BSC) process, and Strategy Execution Premium Process (XPP)<\/h2>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
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1. Context and challenges: good strategies, but weak execution<\/h3>\n

In many African countries, governments and large public institutions have never produced so many:<\/p>\n

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  • National strategic visions;<\/li>\n
  • Sectoral development plans;<\/li>\n
  • Reform and transformation programmes;<\/li>\n
  • Roadmaps supported by donors.<\/li>\n<\/ul>\n

    However, despite this abundance of strategic initiatives,\u00a0concrete results<\/strong>\u00a0often remain partial, fall short of expectations, or are unsustainable in terms of lasting benefits.<\/p>\n

    Independent evaluations, institutional audits and donor reports all agree: the real Achilles heel of public reforms is neither vision nor strategy, but execution.<\/p>\n

    According to a Forbes study, \u201cout of 10 good strategies, 9 fail because of\u00a0execution<\/strong>\u201d.<\/p>\n

    The symptoms are well known:<\/p>\n

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    • Reforms that are interrupted before completion;<\/li>\n
    • Changes in priorities with each ministerial or organisational reshuffle;<\/li>\n
    • Inconsistencies between strategic initiatives;<\/li>\n
    • Unsecured budgets that do not follow stated strategic priorities;<\/li>\n
    • Siloed execution between ministries, departments, agencies and various stakeholders;<\/li>\n
    • Difficulty in demonstrating measurable results to citizens and donors.<\/li>\n<\/ul>\n

      In this context, the central question is no longer \u201cDo we have a good strategy?<\/strong>\u201d but rather:<\/p>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n

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      Are we able to execute our strategies in a disciplined, coordinated manner and with accountability based on measurement?
      \nIs execution embedded in the DNA of our formulated strategy?<\/p>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n

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      2. Objective of the service offering<\/h3>\n

      The objective of this offering is to provide public organisations (ministries, agencies, regulatory authorities, public companies) with\u00a0comprehensive support<\/strong>\u00a0for:<\/p>\n

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      1. Designing\u00a0<\/b>a strategic execution system based on Kaplan & Norton\u2019s Balanced Scorecard (BSC) and Strategy Execution Premium Process (XPP).<\/li>\n
      2. Prepare the organisation\u00a0<\/b>for the implementation of this system (organisational capabilities, strategy governance, data\/information, resources).<\/li>\n
      3. Deploy and manage\u00a0<\/b>this system through one or more strategic cycles.<\/li>\n
      4. Institutionalise\u00a0<\/b>the system through an\u00a0Office of Strategy Management (OSM)<\/strong>\u00a0and formalised processes.<\/li>\n<\/ol>\n<\/div>\n <\/div>\n
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        3. Methodological framework: Balanced Scorecard and XPP<\/h3>\n

        3.1 Balanced Scorecard (BSC)<\/strong><\/p>\n

        The Balanced Scorecard is a strategic management system that enables you to:<\/p>\n

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        • Translate the vision into concrete objectives<\/li>\n
        • Structure strategy around a strategy map<\/li>\n
        • Balance results across four complementary perspectives:<\/li>\n<\/ul>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n
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          Citizens \/ Users<\/strong>
          \nquality, accessibility, fairness, satisfaction.<\/div>\n
          Internal processes<\/strong>
          \nefficiency, deadlines, digitalisation, service quality.<\/div>\n
          Learning & human capital<\/strong>
          \nskills, culture, innovation.<\/div>\n
          Resources & financial capabilities<\/strong>
          \nefficiency, sustainability, allocation.<\/div>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
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          3.2 Strategy Execution Premium Process (XPP)<\/strong><\/p>\n

          The Strategy Execution Premium Process (XPP) defines a comprehensive strategic execution process<\/strong> in six main stages:<\/p>\n

          \"Steps\"<\/figure>\n

          Adapted from the \u201cNew Strategy Management System\u201d developed by Kaplan & Norton<\/em><\/span><\/strong><\/p>\n

          By combining BSC and XPP, the organisation has a coherent system:<\/strong> from vision to measurable results.<\/p>\n

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          4. Our approach: end-to-end support focused on capacity building<\/h3>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
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          We offer\u00a0integrated support<\/strong>, structured in four complementary blocks, with a clear positioning: to set up an execution system and build internal capacities to sustain it over the long term.<\/p>\n

          Block A \u2014 Reference framework: BSC & XPP<\/strong><\/p>\n

          We help your organisation to:<\/p>\n

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          • Adopt the BSC\/XPP model:<\/strong>\u00a0concepts, structures, examples of applications in the public sector.<\/li>\n
          • Visualise the future execution system:\u00a0<\/strong>strategy map, dashboards, review cycle, role of committees.<\/li>\n
          • Clarify expectations for the system:<\/strong>\u00a0transparency, accountability, coordination, results.<\/li>\n<\/ul>\n<\/div>\n <\/div>\n
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            Block B \u2014\u00a0<\/strong>Preliminary steps: assessment & preparation<\/b><\/span><\/p>\n

            Before any implementation, we carry out a structured preparation phase<\/strong>, including:<\/p>\n

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            Strategic framing of the project<\/strong><\/p>\n

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            • Scope: ministry, agency, programme, regulatory authority, etc.<\/li>\n
            • Key stakeholders: executive, management, donors, supervisory bodies<\/li>\n
            • Ambitions and expected results<\/li>\n<\/ul>\n<\/div>\n
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              Diagnosis of implementation capacity<\/strong><\/p>\n

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              • Current planning processes<\/li>\n
              • Budgeting and link to strategy<\/li>\n
              • Management information system<\/li>\n
              • Performance and reporting culture<\/li>\n<\/ul>\n<\/div>\n
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                Initial capacity building<\/strong><\/p>\n

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                • Raising awareness among decision-makers of the BSC\/XPP approach<\/li>\n
                • Preparation for the creation of an internal core team<\/strong> that will drive the implementation<\/li>\n<\/ul>\n<\/div>\n<\/div>\n

                  Block C \u2014\u00a0<\/strong>Organisational architecture of the programme<\/b><\/span><\/p>\n

                  We assist the organisation in setting up three key teams:<\/p>\n

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                  Executive Team<\/strong>
                  \nManagement \/ top management<\/span><\/p>\n
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                  • Decides on major policy directions;<\/li>\n
                  • Approves the strategic roadmap, objectives and priorities;<\/li>\n
                  • Decides on budgetary trade-offs and initiative priorities.<\/li>\n<\/ul>\n<\/div>\n
                    Analytical Team<\/strong>
                    \nMeasurements & performance<\/span><\/p>\n
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                    • Defines key performance indicators (KPIs) and targets;<\/li>\n
                    • Organises data collection and reliability;<\/li>\n
                    • Produces dashboards and analyses;<\/li>\n
                    • Produces dashboards and analyses;<\/li>\n<\/ul>\n<\/div>\n
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                      Operationnal Execution Team<\/strong><\/p>\n

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                      • Plans and manages strategic initiatives;<\/li>\n
                      • Aligns projects, activities and resources with the strategy;<\/li>\n
                      • Gathers field information to feed into KPIs.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n
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                        Block D \u2014\u00a0<\/strong>Institutionalisation: Office of Strategy Management (OSM)<\/b><\/span><\/p>\n

                        The Office of Strategy Management (OSM)<\/strong> is at the heart of the execution mechanism. Its role is not to \u2018formulate strategy\u2019, but to:<\/p>\n