Aerospace and Electronic Systems Magazine May 2017 - 57

De Fazio

Figure 3.

Diagram of strategic operational framework.

implementation and development of the business strategy and to
defining all support tools necessary for implementation. Support
tools can include policies, processes, standards, and models that
ensure consistent and repeatable methodologies. They also may
include tailoring rules to adapt approaches to the context and improve activities. Support information systems are also among the
support tools required to make feasible large data management,
fast reporting, and communication processes.
The consistent application of this duplex (business strategy and
positioning and business execution) operational framework is fundamental to establishing an effective system of internal control,
and application of the framework is evaluated through an operational assurance model, an appropriate review mechanism, and an
accountability function (e.g., internal audit and quality assurance).
The effectiveness of the process depends on awareness, information sharing among all members of the organization, and appropriate training programs. The goals of the operational framework are
as follows:
C

C

Governance, a sort of manifesto document, sets out the principles, ethic, values, organization design philosophy, delegation of authority, and key management activities. It defines
the context-what, why, and how the organization decides to
operate in response to key requirements and expectations-
taking into account its history, heritage, and offerings, It
determines the decision-making model, the involved stakeholders, how those at different levels can support specific
goals and objectives, the risk attitude and culture, and how to
communicate in a proper way through different hierarchical
levels, preventing possible conflicts and criticalities.
Strategic planning is a useful process for drilling down
through all governance topics to study main themes and address transformation and innovation processes. The main
deliverable is the strategic plan, which defines, in deep,

MAY 2017

wide manner, the mission, external and internal forces, challenges, risks and criticalities, and action plans to carry out
so as to best accomplish the mission and KPIs to measure
the whole process. The strategic plan is developed through
phases (shown in Figure 4) and must strongly address all
industrial operational plans. It must indicate the commercial
and partnership strategies, the technical and product innovation strategy, and all recommendations that influence the
value chain's parameters. Within the strategic planning process, the organization can decide to differentiate or focalize
a market or offering, to reach technological excellence or
cost leadership, and to pursue internationalization or a domestic or core market [5].
C

C

C

Business development is a suite of activities covering: (1)
marketing, which is mainly focused on market intelligence
to determine and implement a market strategy; (2) business
development, which aims toward potential growth opportunities in adjacent and new markets or for a new offering or
industrial collaborations; and (3) sales, which develops, prepares, or acquires offerings that transform into new revenue
opportunities.
Portfolio management is a centralized function that leverages resources among multiple projects to keep the strategy
consistent and coherent across the company as operation and
innovation plans are defined and executed. It is an essential
function for directing limited resources to manage different
types of projects to best fit market requirements at a given
level of expected return with the least possible risk.
Support processes are all cross-functional management
frameworks within the enterprise (e.g., life-cycle management, enterprise risk management, and quality assurance)
and policies, processes, tailoring rules, and tools (e.g., portfolio management information systems).

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