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Strategy and Results-Framework Document (RFD)

Strategy is an integrated set of choices to reach an objective. The formulation of a sound strategy facilitates a number of actions and desired results that would be difficult otherwise. A strategic plan, when communicated to all members of an organization, provides employees with a clear vision of what the purposes and objectives of the firm are. The formulation of strategy forces organizations to examine the prospect of change in the foreseeable future and to prepare for change rather than to wait passively until external forces compel it. Strategic formulation allows the departments to argue their case more persuasively for better allocation of limited resources to achieve national objectives.

On the other hand, an organization without a clear strategic plan gives its decision makers no direction other than the maintenance of the status quo. The organization becomes purely reactive to external pressures and less effective at dealing with change.

The finalization of strategic plan for next five years is a mandatory success indicator for departments in their Results-Framework Document (RFD). RFD is an instrument to ensure that things are done right—that is effectively and efficiently. However, we also need to make sure that right things are getting done. A departmental strategy is the mechanism to ensure that the departments are moving in the right direction and doing the desirable things from the national point of view. Another way of looking at the relationship between RFD and departmental strategy is as follows: RFD is an instrument to implement a strategy and convert departmental vision into reality. Thus, they are complementary instruments.

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