After providing answers to the key question raised under each of the five strategic perspectives it considered, the Philippine Army (PA) proceeded to lay out those answers in a way that immediately shows their close inter-connections.
Thus, the two answers - strategic objectives - under the perspective of "stakeholder support" are shown at the bottom, with immediate connection to the two strategic objectives under the second perspective of "finance and logistics." In this way, the PA wishes to show that its pursuit of the strategic objectives of "engaging with key stakeholders" and "developing a brand image consistent with the Army's core values" would facilitate the efforts it will be exerting towards "adopting best practices in resource management" and in "institutionalizing good governance." These in turn would help the Army in "recruiting and retaining the best and the brightest," one of three strategic objectives under the perspective of "human resource." By clearly pointing to the close connections between several strategic objectives, the Army comes up with its strategy map.
Setting Strategic Goals and Objectives (West Series in Strategic Management)
The strategy map is further drawn by indicating the connection between the other strategic priorities under "human resource" and the first strategic priority under "internal processes." The Army shows its conviction that by "motivating its personnel" and by "continuously developing the character and competence of its personnel," it would be led to "institutionalizing best practices in management, operations, and support systems." This, in turn, would help it to pursue the three other strategic objectives under the "internal processes" perspective, i.e., it could more easily "build and modernize mission-essential capabilities;" "excel in ground operations;" and "actively support nation-building initiatives" of other sectors. Thus, even the strategic objectives within the same perspective can - and do - support each other; they positively reinforce each other such that success in one can lead to eventual success in pursuing the other strategic objectives as well.
Domination, Deterrence and Counterforce: An Analysis of Strategic Objectives and Doctrines in the Superpower Arms Race (R.C. Dutt Lectures on Political Economy)
The Army also shows in its transformation roadmap that success in pursuing all the strategic objectives under the first four priorities would help bring about success relative to the two remaining strategic objectives under the topmost perspective, "constituency." It is by actively pursuing the 11 strategic objectives under the four preceding perspectives that the PA can look towards succeeding in becoming "responsive to the needs of the AFP" and in being "loved by the people." This is what the transformation road map does: It sends very clear signals that by focusing on the 11 strategic objectives and by vigorously pursuing them, the Army can best serve the AFP and the entire nation. In the process, it would end up becoming a "professional Army loved by the people." This final strategic objective may at first look too ideal to be within grasp even by 2028; but the transformation roadmap gives some assurance that difficult as the road ahead may be, still it is not impossible to travel on it and eventually reach the final milestone since the different strategic objectives, by their connection, present many opportunities for a domino effect; succeed in one or a few, and success in others and in many more would be much easier to achieve.
Beyond Strategic Vision, Effective Corporate Action With Hoshin Planning
Moreover, the transformation roadmap points to three themes under which the most closely interconnected strategic objectives, across the different perspectives, can be grouped. Six of the 11 strategic priorities under the first four perspectives can be grouped together under the theme, "organizational excellence." Five of the same 11 strategic priorities can be grouped under another theme, "good governance."
Strategic Planning and Management
Four of the same 11 strategic priorities can be grouped under still another theme, "operational excellence."
A Curbside Consult on Design: Moving from Strategic Objectives to Patient Services (Monographs on organizational dynamics)
It is clear that a few of the 11 strategic priorities are included in more than one strategic theme: For instance, "developing a brand image consistent with the Army's core values" and "recruiting and retaining the best and the brightest" are in two strategic themes; while "institutionalizing best practices in management, operations, and support systems" is included in all three themes.
Using simple rules to achieve strategic objectives. (Nuts and Bolts of Business).: An article from: Physician Executive
The completed transformation roadmap of the Army shows that all eleven strategic objectives under the first four perspectives lead to the top-line strategic priorities of being "responsive to the needs of the AFP" and becoming a "professional Army loved by the people" under the "constituency" perspective. Furthermore, the first of these falls under the "operational excellence" theme, and the second under all three themes of "operational excellence," "organizational excellence," and "good governance."