StrategicBusinessand
OperationsFramework
UnderstandingtheFramework
June30,2012
TableofContents
The Pathway to Success: The Strategic Business and Operations Framework ....................................... 3
What is the Strategic Business and Operations Framework? ............................................................... 3
Who should use the Strategic Business and Operations Framework? .................................................. 3
How should the Strategic Business and Operations Framework be used? ........................................... 3
Overview of the Strategic Business and Operations Framework ............................................................. 4
Definitions ................................................................................................................................................ 5
What are the values? ............................................................................................................................. 5
What are the guiding principles? .......................................................................................................... 6
What are the attributes?......................................................................................................................... 7
What is the life-cycle process?.............................................................................................................. 8
Strategic Business and Operations Framework Checklist – by Life-Cycle Step...................................... 9
Strategize ............................................................................................................................................... 9
Engage ................................................................................................................................................. 10
Plan...................................................................................................................................................... 11
Execute ................................................................................................................................................ 12
Review/Learn ...................................................................................................................................... 13
Enhance ............................................................................................................................................... 14
Page 2 of 15 ThePathwaytoSuccess:TheStrategicBusinessandOperationsFramework
“As leaders, designers, and innovators, our role is not only to solve problems,
but also to shape our world. To accomplish this, we must not only design
the methods and approaches people will use to solve problems, but also renew
the ways in which we interact with and educate our students.”
~President G.P. Peterson, The Georgia Tech Strategic Vision and Plan
WhatistheStrategicBusinessandOperationsFramework?
The Strategic Business and Operations Framework is a philosophy and decision-making model for
how Georgia Tech will work towards achieving the goals of the institute and “relentlessly pursue
institutional effectiveness” (Strategic Plan - Goal 5).
The intent of this model is to illustrate the concepts that should be at the heart of all business
operations and decisions on campus. Everyday actions should embrace the spirit of the Strategic
Vision and Plan’s values and this model’s guiding principles. Projects and initiatives should consider
the stages of the life-cycle process during development and implementation.
By visibly illustrating and openly discussing this framework and its attributes, these ideals will embed
themselves into Georgia Tech’s culture. Thus, the model becomes an automatic and natural guide for
behavior and decision-making.
WhoshouldusetheStrategicBusinessandOperationsFramework?
The simple answer is that everyone in Georgia Tech’s community should strive to guide their actions
according to the concepts in this framework. More directly, the framework, the guiding principles and
associated attributes, and the life-cycle process is easily applicable to process owners, project leaders,
managers, individuals leading change, and other staff at Georgia Tech.
HowshouldtheStrategicBusinessandOperationsFrameworkbeused?
Many questions are implied by each of the framework’s guiding principles. (Examples are highlighted
at the end of this document.) On an ongoing basis, these questions should guide our actions and
decisions around strategy, planning, and execution of our decisions and initiatives in order to result in
successful outcomes.
When initiating change, process owners and /or project leaders and staff should specifically consider
questions associated with the life-cycle steps (outer ring of the diagram). These questions will assist
leaders in identifying components of the principles that will be embodied in the initiative at every step.
This model is not intended to imply a need for a documented business case with detailed responses to
every question itemized below for every operation, decision, and/or project undertaken. However, the
questions do provide a useful checklist for validating applicability to Georgia Tech’s culture, and the
way we do business.
Page 3 of 15 OverviewoftheStrategicBusinessandOperationsFramework
The Strategic Business and Operations Framework is a philosophy and decision-making model
intended to provide a guide and develop expectations for how Georgia Tech will work towards
achieving the goals of the institute and, in particular, “relentlessly pursue institutional effectiveness”
(Strategic Plan – Goal 5). The framework is comprised of three elements:
The core values and guiding principles for which business will be conducted at Georgia Tech form the
nucleus of the model. The core values are identified and communicated in Georgia Tech’s Strategic
Vision and Plan an d are located in the center of this model, with the guiding principles represented as
nodes surrounding the core values. Together, the core values and guiding principles illustrate and
influence an aspirational culture.
The life-cycle process for initiating change (e.g., projects, policies, practices, etc.) both encircles and is
influenced by the ideals in the nucleus. It is comprised of the following concepts: 1) Strategize,
2) Engage, 3) Plan, 4) Execute, 5) Review and Learn, and 6) Enhance. Although the process is
generally chronological and cyclical, the bi-directional arrows indicate that the life-cycle process is
iterative and, depending on the circumstances, an earlier step in the process may be revisited.
Figure 1: Strategic Business and Operations Framework Diagram
Page 4 of 15 Definitions
Whatarethecorevalues? The core values listed in the Framework’s nucleus are derived from
Georgia Tech’s Strategic Vision and Plan. They are:

Integrity
o Maintain the highest ethical standards
o Nurture a culture of honesty, openness, and transparency

Excellence
o Maintain the highest academic, research, and administrative standards
o Have a passion for continuous improvement
o Embrace change that enables progress
o Celebrate achievement

Impact
o Seek and conduct research that identifies and solves critical global challenges
o Focus on societal benefit and improving the human condition
Innovation
o Advance groundbreaking research
o Leverage technology to create new fields of study
o Encourage and reward originality of thought, approach, and action
o Push boundaries
o Nurture a culture of curiosity
Entrepreneurship
o Support an entrepreneurial environment
o Promote an enterprising spirit



Leadership
o Provide pioneering thought leadership
o Anticipate change and shape the future
o Develop future leaders with superb problem-solving ability
o Commit to public service

Community
o Project a welcoming, inclusive culture
o Demonstrate mutual respect among faculty, staff, and students
o Celebrate uniqueness in thought, background, perspectives, and intellectual pursuits
Page 5 of 15 Whataretheguidingprinciples? Guiding principles are the areas of focus that define how
business will be conducted at Georgia Tech. Five guiding principles are represented in the
Strategic Business and Operations Framework. They are:
1. People. An organization is its people. This element of the framework underscores the
importance of developing our people and enabling each individual to make the greatest possible
contribution to Georgia Tech's continuing success.
2. Partnership. Building enduring collaborations and partnerships between faculty, researchers,
and staff, as well as within and among units, is a hallmark of leading organizations. It is an
essential contributor to organizational effectiveness and efficiency. Leveraging partnerships
across the Institute will be a powerful driving force enabling Georgia Tech's future success.
3. Infrastructure. Continuous improvement of infrastructure (technology, facilities, and
equipment) is imperative in today's world. Georgia Tech should prioritize and act upon
strategic infrastructure investments in order to keep pace with societal changes and improve
efficiency, as well as support the strategic plan initiatives.
4. Communication. Communication is a critical factor in the success of organizations. Effective
and consistent internal communications enable an organization to achieve its potential.
Transparent processes encourage dialogue, increase accountability, and remove uncertainty.
When delivered through appropriate media, all constituents can be made aware of progress
occurring in areas where they can contribute. By minimizing uncertainty through
communications, all involved will be able to plan effectively.
5. Accountability. Understanding and acceptance of the mission and values of the organization is
the first step toward creating and nurturing responsibility and transparency of actions and
decisions. Our expectations of ourselves and others reflect a sense of purpose in accomplishing
our mission, while our actions and decisions are aligned with the mission and values.
Page 6 of 15 Whataretheguidingprinciples’attributes? The attributes are the characteristics that further
define the guiding principles. The attributes for each of the five guiding principles are:
1. People
 Superior talent and high ethical standards
 People who are passionate about the Institute’s mission and exemplify the values in
contributing to its success
 A culture that values diversity, individual roles, responsibilities, and accountability
 Enhanced investment in professional development, leadership development, career
planning, and mentoring
 Performance-based recognition
2. Partnership
 Shared sense of mission and ownership across all units, reinforced by culture and values
 Integrated collaboration and coordination among stakeholders / customers (faculty, staff,
students) – partnering and developing solutions
 Cross-functional implementation and assessment teams
 Engagement of academic research expertise in creating institutional effectiveness
 Mutual trust and respect demonstrated among faculty, staff, and all other stakeholders
3. Infrastructure
 Strategic investments (technology, facilities, equipment) and continuing financial support
reflect stakeholder requirements in instruction and research
 Reduced administrative burden for faculty, researchers, and staff
 Institute-wide business and operations that effectively support stakeholders
 Effective enterprise-wide information systems, planning tools, and access to data to support
management decisions
 Disciplined and results-oriented management approaches
 Customer-oriented and effective business processes that leverage technology and are
regularly refined
4. Communication
 Executive leadership, vision, and priorities are clearly stated in various media
 Well-defined, targeted approaches to communications that are aligned with the natural
modes of stakeholders (e.g. multimedia, face-to-face interactions)
 Disciplined communications related to new initiatives, including regular communications at
logical points in projects and implementation with all internal and external stakeholders
 Well-developed feedback processes enabling ongoing refinement of communication
including rewards, awards / recognition and sharing
5. Accountability
 Leaders providing clear direction and parameters for action
 Action-owners and decision-makers are identified and acknowledge their responsibilities
 Clear options evaluated using criteria based on Georgia Tech’s core values and vision
 Decisions that are made and executed at the appropriate levels
 Metrics-based performance monitoring which is valued and implemented
 Financial stewardship
Page 7 of 15 Whatisthelife‐cycleprocess? The life-cycle process is comprised of six steps to be taken when
initiating change. (This process is represented in the outer ring of the Strategic Business and
Operations Framework.) As noted in the Overview, although the process is chronological and cyclical,
the bi-directional arrows indicate that the life-cycle process is iterative and, depending on the
circumstances, an earlier step in the process may be revisited.
1. Strategize. Strategize is the action of identifying and defining a business requirement or
opportunity, determining its appropriateness with respect to the organization’s mission, and
considering what its array of impacts might be. One or more goals are defined, critical success
factors are determined, and a scope and approach for achieving the goal(s) are identified.
2. Engage. Engage is the process of involving others for purposes of gaining their feedback and
perspectives, as well as developing a common meaning and sense of mission. The outcome of
engagement may be a shared ownership of an idea, concept, and /or plan for moving forward.
Identifying and partnering with appropriate stakeholders is a key ingredient for effective
change management.
3. Plan. Plan is the process of determining how best to accomplish a set of objectives and goals
as laid out in a strategy. Planning answers the questions of approach (how), timeline (when),
and resources needed (who, what). The planning process defines the metrics of success and the
critical factors in realizing success. Consideration should be given for resources, skills, timing,
dependencies, and risk.
4. Execute. Execute is the process of implementing the plan that has been identified. Execution
includes both leadership and performance of the action, task, project, or initiative. Course
adjustments may be required when issues and risks arise.
5. Review / Learn. Once a change is implemented, the planning process and execution methods
are reviewed to identify what went well and what opportunities exist for improvement. As a
learning organization, candid, objective, and collaborative evaluation will enable Georgia Tech
to determine better methods of executing change in future endeavors.
6. Enhance. Enhance is the process of incorporating lessons learned, identifying opportunities
for improving the process and the resulting change, and strategizing options for implementing
those improvements. Outcomes may include large-scale re-developments or minor adjustments
and process changes.
Page 8 of 15 StrategicBusinessandOperationsFrameworkChecklist–byLife‐CycleStep
The following six checklists contain questions to be considered by decision-makers, action-owners,
and project managers during the corresponding steps of the life-cycle process. Each question relates to
one or more of the guiding principles. By reflecting on these checklists and their questions during the
life-cycle process, the decision-maker, action-owner, or project manager will ensure alignment with
the Strategic Business and Operations Framework.
Strategize
Questions
1. Does the initiative or action meet
one or more of the Georgia Tech
Strategic Plan goals?
2. Are the vision and priorities
clearly articulated?
3. What is the impact to our
students, faculty, staff, and the
community at-large?
4. What are the risks of the
initiative? What are the risks of
not doing the initiative?
5. Who are the stakeholders? Who
is the owner and/or champion?
Who will perform the work?
6. What characteristics, expertise,
skills, and experience do we need
to ensure success?
7. Have the goals and objectives
been established and agreed to by
all stakeholders?
8. Will the strategy effectively
support the business and
operations of the institute?
9. Have metrics for success been
clearly identified and means of
measurement been determined?
10. Can existing equipment,
technology, and facilities be
leveraged? Does new physical
infrastructure need to be
considered?
11. Can efficiencies and value be
derived from the strategy?
Guiding Principles
People
Partnership
Infrastructure
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 9 of 15 Engage
Questions
1. Have the right partners across
Georgia Tech and outside of
Georgia Tech been engaged in the
process?
2. Who are the stakeholders? Who
is the owner and/or champion?
Who will perform the work?
3. What characteristics, expertise,
skills, and experience do we need
to ensure success?
4. Have the goals and objectives
been established and agreed to by
all stakeholders?
5. Have forums for collaboration
and coordination been
established?
6. Are the vision and priorities
clearly articulated?
7. Have roles and responsibilities
been defined and articulated?
8. Have academic / research experts
in relevant fields been consulted
and engaged?
Guiding Principles
People
Partnership
X
X
Infrastructure
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 10 of 15 X
Plan
Questions
1. Who are the stakeholders? Who
is the owner and/or champion?
Who will perform the work?
2. What is the impact to our
students, faculty, staff, and the
community at-large?
3. What are the risks of the
initiative? Is there a mitigation
strategy in place?
4. What characteristics, expertise,
skills, and experience do we need
to ensure success?
5. Have the goals and objectives
been established and agreed to by
all stakeholders?
6. Will the outcomes effectively
support the business and
operations of the institute?
7. Have metrics for success been
clearly identified and means of
measurement been determined?
8. Can existing equipment,
technology, and facilities be
leveraged? Does new physical
infrastructure need to be
considered?
9. Has a communication strategy
been defined? Who is the
audience for the communication?
What messages do they need to
hear and when?
10. Are there adequate gates of
reflection and review throughout
the project?
11. Has the need for knowledge
transfer and training been
considered? Has a training
strategy been defined?
12. Have academic / research experts
in relevant fields been consulted
and engaged?
Guiding Principles
People
Partnership
X
X
X
X
Infrastructure
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 11 of 15 X
Execute
Questions
1. What is the impact to our students,
faculty, staff, and the community
at-large?
2. What are the risks of the initiative?
Is there a mitigation strategy in
place?
3. Who are the stakeholders? Who is
the owner and/or champion? Who
will perform the work?
4. What characteristics, expertise,
skills, and experience do we need
to ensure success?
5. Will the outcomes effectively
support the business and
operations of the institute?
6. Have metrics for success been
clearly identified and means of
measurement been determined?
7. Can existing equipment,
technology, and facilities be
leveraged? Does new physical
infrastructure need to be
considered?
8. Can efficiencies and value be
derived from the strategy?
9. Are the vision and priorities clearly
articulated?
10. Has a communication strategy
been defined? Who is the
audience for the communication?
What messages do they need to
hear and when?
11. Are there adequate gates of
reflection and review throughout
the project?
12. Has the need for knowledge
transfer and training been
considered? Has a training
strategy been defined?
13. Have academic / research experts
in relevant fields been consulted
and engaged?
Guiding Principles
People
Partnership
Infrastructure
X
X
X
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 12 of 15 X
Review/Learn
Questions
1. Was a retrospective (review of
lessons learned) conducted? What
follow-on actions will be taken as
a result?
2. What is the impact to our students,
faculty, staff, and the community
at-large?
3. Have the goals and objectives of
the project been met?
4. Will the outcomes effectively
support the business and
operations of the institute?
5. Have metrics for success been
clearly identified and means of
measurement been determined?
6. Can efficiencies and value be
derived from the outcomes?
Guiding Principles
People
Partnership
Infrastructure
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
Page 13 of 15 Enhance
Questions
1. Does the initiative or action meet
one or more of the Georgia Tech
Strategic Plan goals?
2. What is the impact to our students,
faculty, staff, and the community
at-large?
3. What are the risks of the initiative?
What are the risks of not doing the
initiative?
4. Who are the stakeholders? Who is
the owner and/or champion? Who
will perform the work?
5. What characteristics, expertise,
skills, and experience do we need
to ensure success?
6. Have the goals and objectives been
established and agreed to by all
stakeholders?
7. Will the outcomes effectively
support the business and
operations of the institute?
8. Have metrics for success been
clearly identified and means of
measurement been determined?
9. Can existing equipment,
technology, and facilities be
leveraged? Does new physical
infrastructure need to be
considered?
10. Can efficiencies and value be
derived from the strategy?
11. Are the vision and priorities
clearly articulated?
Guiding Principles
People
Partnership
Infrastructure
Communication
Accountability
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 14 of 15 X
Page 15 of 15