Defining a strategy is as important as making sure that all parts in the organization are moving toward the same direction. Quite often the different units need coordination since they are so involved in their operations that they end up by working isolatedly. The strategy cascading approach offers ways to cascade and align strategy and, most importantly, to generate synergy among the Corporation , the Strategic Business Units and the Support Units, revealing sources for value creation never seen before.

In other words, the purpose of this approach is to make strategy permeate the entire organization, as shown in exhibit 4, through its cascading, customized to the organizations specific reality and needs. In addition to internal entities, cascading to external entities like partners, customers, strategic suppliers and individuals/teams can be a powerful mechanism to create and articulate agreements of service levels through strategic contribution scorecards.

Placing strategy management far from process management, or “routine management” is a paradigm commonly adopted by organizations today. Although different, they should not be addressed separately. The strategy implementation occurs through the execution of its initiatives and projects that are interventions in the processes. Therefore, the paradigm should be phased out in order to improve the management process as a whole: strategy + operations.

Individuals and teams will be able to define their strategic, cross-functional and long-term objectives when their objectives are aligned with the organization corporate objectives.

By means of communication, education, and training, our employees will be able to understand both their unit’s and the organization’s strategies as a whole.

Our approach emphasizes that, once a year, employees should validate their individual objectives with the aid of their supervisor and of human resources professionals to ensure their alignment with the whole. Also, this validation must be the basis to asses competences, development plans and results sharing.

To effectively implement strategy in an organization, it is fundamental to create a communication plan, respecting specific aspects and considering the nature of its stakeholders, which continuously facilitates the incorporation of the strategy message throughout the organization.

A strategy can not be effectively implemented without communication, since people must clearly understand how and why the changes take place. 

As highlighted by Robert Kaplan, "claramente, a comunicação é a principal alavanca para se atingir o sucesso organizacional.[...] Sem a compreensão da visão e da estratégia da empresa, as pessoas não estarão aptas para, proativamente, encontrar alternativas inovadoras para ajudar a organização a atingir seus objetivos".

Strategy is not a mystery when:
  - individuals have more autonomy;
  - the organizations are more aware of their role in the system as a whole;
  - customers are more participative and aware and
  - information is the currency at the moment.

People’s commitment to the strategy may be achieved by:
-  Sharing a clear and unequivocal strategy with all the people;
-  Defining each individual’s role facing the challenges in the company;
-  Defining the key elements to create an interaction environment and
-  Encouraging individuals to actively define and choose objectives.
-  Ensuring that current context or the background where the elements – strategy, companies and company relationship with individuals –
   are taken into account.