A tool to put the strategies on paper and all the actions and activities of the organization are on the way to achieve the goals.
Can you measure the status of the planned goals in real time?
Are you sure you are moving in the direction of the strategies and have not deviated from the designated path?
Do you fully supervise the implementation of the plans and projects that you have planned to achieve your goals?
Do you continuously evaluate the status of the organization’s strategic indicators?
OMEKTA’s strategic management software has answered many challenges that cause strategies to remain on paper and not be implemented with the various capabilities that it foresees in updating organizational strategies.
OMEKTA strategic management software is available in three standard, professional and organizational versions. In general, you can use the basic version of the software when you monitor your strategic plan to the extent of controlling the progress of the desired operational plans. But by installing the advanced version, you can also evaluate the status of indicators related to strategic goals and manage the budget and cost of the strategic plan.
Comparison table ofsoftware versions
|Organization's strategic plans' definition||✓||✓|
|Programs' status assessment: active or inactive||✓||✓|
|Custodian identification for the strategic plan among users||✓||✓|
|Summary report access for strategic plans' accomplishment||✓|
|Messages automated when reaching fulfillment dates||✓|
Many customers have experienced the deployment of OMEKTA strategic management software, generally, their strategic planning models are different, but all of them have succeeded in the stage of plan implementation and strategic monitoring, they have benefited from the facilities offered in the strategic management software, and the operations Do the comment.
In this section, due to maintaining confidentiality, the names of the customers are not mentioned and their experiences in using the software are presented:
Monitoring the strategic plan based on the Balanced Scorecard (BSC) model.
In the balanced scorecard model, the organization’s goals are divided into 4 aspects of learning and growth, internal processes, customers and finances. Organizations that have used this model for strategic planning have created their strategic plan tree by defining the following layers with the help of the strategic plan definition environment:
First level: strategic perspectives
The second level: the organizational goals of each perspective
The third level: strategies related to each of the goals
Fourth level: operational plans and projects related to strategies
Level 5: Work breakdown structure and actionable activities for each operational plan.