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Corporate Profile

About KMD Group of Company

  • Knowledge Management and Dedication (KMD)
  • Think High, Aim Big, Get Knowlegde, Join KMD

Mr. Thaung Tin (left), Co-Founder and Chairman/
Mrs. Tyn Tyn Aye, Co-founder and President
Thaung and Tyn both hold a Masters Degree in Computer Science from the Institute of Computer Science and Technology of Yangon, Myanmar. With their career background as university lecturers, they sensed the future rise of digital technology, and KMD (Knowledge Management Dedication) in 1986. Their vision was to develop people and the country with Information and Communication Technology (ICT). Starting as a small private training institution, KMD was reorganised to become a private limited company, and now has more than 140 franchises with up to 30 vocational courses. The institute also provides joint diploma courses with Ministry of Educations; and diplomas and degrees from international Universities.

Myanmar’s pioneer educational institute that aims to develop people and the wider country with Information and Communication Technology (ICT)

Other responsibilities of Mr. Thaung Tin have included:

1) serving as a Vice-president of Yangon Institute of Technology, Radio and Electronic Technology Promotion Team
2) Patron of Myanmar Computer Federation
3) Chairman of Myanmar Computer Emergency Response Team
4) Chairman of Myanmar Computer Professionals Association
5) as a representative of various Expert Groups

Currently, he is working as:
1) Vice-president of the Union of Myanmar Federation of Chambers of Commerce and Industry (UMFCCI)
2) Vice-chairman of Myanmar Info-Tech Corporation
3) Chairman of KMD Group of Companies

Mr.Ronald Aung Moe Shwe (CEO).

About KMD 
Then KMD was reorganized and became a private limited company since 1990. KMD formed subsidiaries and became KMD Group of Companies. KMD have Quality Management System, ISO Certified (ISO 9001:2008) for KMD Training Centre (KMD Education Services), approved by GIC, UK. The total work force are 650+ (as of April 2020). With its dedication for achieving the highest degree of customers’ satisfaction for the quality of products and services, coupled with its own Quality Management System, KMD’s management style has successfully led to achieve and update ISO 9001:2015 Quality Management System Certification from GiC, U.K.
KMD had joined the United Nations Global Compact since May 7, 2012 to support policies and practices to meet the ten universally accepted principles in 4 areas of: Human Rights, Labor, Green environment and Anti-Corruptions.

Company's presentation

Our Mission

Provide the best Value for the Country with Quality products, ICT Solutions and Develop People with ICT Education Trainings.

Our Vision

Develop People and the Country with Information and Communication Technology.

Corporate values 
Customer Focus


“We are dedicated, and will always be devoted to satisfy, gratify or fulfill our customers’ needs in sustainable and financially manageable manners by:
1) planning strategically, tactically, and operationally;
2) providing products & services competitively, and beneficially for both parties;
3) reviewing them practically and regularly without bias;
4) and taking corrective actions timely and effectively;
so that all our providing of products, services, and quality can be continually improved time after time.”
About KMD Institute
• Established in 1986
• ICT as well as Business & Management training
• Offer short term application courses, internationally recognized diploma and bachelor degree courses
• Work Force – ( Permanet Staff – 300 + Supporting Staff – 100)
• Associated International Organizations
Our Education Partners:
• NCC Education Services (UK)
• London Chamber of Commerce & Industry (LCCI, UK)
• University of Greenwich (UK)
• City & Guilds (UK)
• SOA (Scottish Qualifications Authority), UK
• NCC Education
• University of Greenwich
• University of Portmouth
• Microsoft
• City & Guilds
KMD ICT Training
Application Courses (Short-Term Courses)
• Office Automation
• Desk Top Publishing
• Graphics Design
• Computer Aided Design
• e-mail and Web Services
• Computerized Accounting
• Multimedia and Animation
• Mobile Repair (Hardware & Software)
• Summer Kids Course

Professional Courses (Mid-Term Courses)
Software Engineering

• Creative Programming
• Programming Languages: Java, VB.net, C, C++, C#
• Software Engineering
• Software Engineering in Database and e-Commerce
• Web Development with PHP
• Asp.Net for Web Application
• Web Builder
• Multimedia Creation
Network Engineering
• Practical A+
• Network Engineering
• Networking with Linux
KMD ICT Training – Diploma in IT
• Conferred by Ministry of Education, Myanmar
• Commenced on: August 2001
• Offered in two major cities: Yangon & Mandalay
• Duration: 9 months
• Total graduates: 9636 as of March 2017
International B.Sc (Hons) Degree Final Year of UK Bachelor Degree
• B.Sc (Hons) in Business IT
• Conferred by the University of Greenwich
Second Year of UK Bachelor Degree
• Level 5 Diploma in Computing (L5DC)
• NCC Education, started in 1995
First Year of UK Bachelor Degree
• Level 4 Diploma in Computing (L4DC)
• NCC Education, started in 1993
• Centre Achievements
among 365 centers from 52 countries by NCC Education, UK
• Academic Excellent Award 2005
• Academic Excellent Award 2008
Student Achievements
• Global High Achiever – 32 students as of Dec 2015 exam session
• Regional High Achiever – 33 students
• Roll of Honors – 259 students
• First in World and First in Asia – 4 students as of Dec 2017 exam session
• Second in World – 4 students as of Dec 2017 exam session
• Third in World – 1 student as of Dec 2017 exam session

Scottish Qualifications Authority (SQA), UK
Pre HND (Foundation Course)
• conferred by SQA/HND, UK started in 2013
• 132 students as of Aug 2018
First Year (HND)
• Higher National Diploma (HND) SQA, UK started in 2014
Second Year (HND)
• Higher National Diploma (HND) SQA, UK started in 2014
• SQA International Star Award 2014

Microsoft Partner Learning Center

• Microsoft’s Learning Partner in Myanmar since 2014
• Offers information technology professional certifications for Microsoft products

IT System Support
• Started in October 2012
• conferred by City & Guilds (UK)
• Diploma in IT System Support
• 246 students (as of Aug 2018)

KMD – Pearson VUE Authorized Test Centre
We founded KMD online test centre in April 2015.
Our KMD Online test centre is one of the Pearson Authorized Test Centre.
Pearson VUE Authorized Test Centres are privately owned, third-party testing facilities which provide on-site, on-demand testing for certification and professional licensure exams.
Pearson VUE delivers industry- recognised computer based tests on behalf of some of the world’s leading IT companies.
Certifications are your passport to opportunity. To schedule your certifications test visit to Pearson.
Some of our courses (such as Microsoft and Cisco) are taking exam easily in our test centre.

Overseas Studies Counseling Services
• Providing Information about University & Courses
• Assisting admission application process
• Consultation for academic career
• Associated Universities
• Assumption University (Thailand)
• University of Portsmouth (UK)
• University of Greenwich (UK)
• Nottingham University (Malaysia/UK)
• Middlesex University (UK)
• EF Brittan College (UK)
• London School Of Commerce (UK)
• James Cook University (Singapore/Australia)
• Curtin University (Singapore/Australia)
• Management Development Institute of Singapore (MDIS)
• Kaplan Education Higher Academy (Singapore)
• Nanyang Institute of Management (Singapore)
• LithanHall Academy (Singapore)
• Informatics (Singapore)
• TMC Academy (Singapore)
• Birmingham City University (Thailand, UK)
• Auston Institute of Management
• PSB Academy (Singapore)
• Dimensions Institute College (Singapore)
• University of West of England

Milestones: UK Qualifications offered at KMD
• 1992, Assessment Centre of London Chamber of Commerce and Industry LCCI UK (Word Processing)
• 1993, NCC Education’s Accredited Centre (started with IDCS)
• 1995, IADCS (NCC Education, UK)
• 1996, City & Guilds course
• 1999, B.Sc (Hons) in CIS (London Metropolitan University) (up to 2008)
• 2001, IDEC (NCC Education, UK) (up to 2005)
• 2004, LCCI Computerized Accounting courses
• 2004, M.Sc (Strategic Business in IT), University of Portsmouth, UK (up to 2006)
• 2004, IDB (NCC Education, UK) (up to 2008)
• 2006, Association of Business Executive (ABE, UK) Accredited Centre
• 2008, B.Sc (Hons) in BIT (University of Greenwich, UK)
• 2012, Diploma in IT System Support (City & Guilds)
• 2013, Higher National Diploma (SQA, UK)

Staff Development Program
• External Training/Study Tour (Local or Abroad)
• Internal Staff Trainings
• Industrial Lectures / Seminars / Workshops / Conferences
• External Advisor Guidance

Japan No.of Staff Sent Country No.of Staff Sent Country No.of Staff Sent
MBA 2 Japan 59 Taiwan 9
AOTS 2 India 7 Macao 4
On Job Training 2 Sri Lanka 4 French 5
Singapore 88 Cambodia 10
Philippine 3 Spain 3
Brunei 1 Dubai 2
Korea 16 Netherland 1
Thailand 132 Jakarta 1
Malaysia 19 Indonesia 4
China 28 Shenzhen 2
UK 2 Nepal 5
Hong Kong 7 Vietnam 5
Taipei 1 Australia 1
Beijing 2 Kuala Lumpur 1
Phuket 2
Total 425 (As of December 2019)

KMD Sales & Service
KMD Retails
• One of the biggest retail chains of IT and Mobile products in Myanmar.
• Sales of International Branded PCs, Notebooks, Servers & computer peripherals, Licensed Software, and Mobile products
• 4 Branch Centers in Yangon (HQ Sqft: 9000)
• 3 Branch Centers in Mandalay (HQ Sqft: 10725 )
• 2 Branch Centers in NayPyiTaw
• Founded in 1995 as KMD Co.Ltd.
Human Resources
• Total workforce : >270 as of 2019

Challenges & New Biz Model
• Consumer behavior (One stop shop, IT Mall, Departmental store, On-line)
• Higher rental cost, staff salary & incentives, overhead cost, tax
• Expansion of mobile outlets to lower tier cities (less conflict in mobile disti & retails)
• Mobile outlet gets more support from vendors, higher margin, less after sales
• AEON financing, Electronic home appliances, Microsoft premium store
• Franchised retails expansion
• On-line store (own and/or market place)

KMD Distribution
• Distribution of IT and Mobile products
• Direct Channel Distribution(DCD) in Myanmar (Yangon and Mandalay)
• Knowledge Management and Dedication (S) Pte.Ltd in Singapore
• Founded in 1997

Line of Business
• Distribution of Consumer IT products
• Distribution of Mobile products

Human Resources
• Total workforce : >80 as of 2019
• Regional Disti and multiple disti
• Thinner margin, Less support from Vendors, Higher overhead cost
• Credit term, higher risk AR
• IT market declines, Pressure from Microsoft on Genuine License software
• Mobile channel is different biz model from IT disti channel
• New Biz Model: Commercial Products, Innovative (time lap , Robot toolkit) Merger & Acquisition

KMD Enterprises
• Supply commercial IT products and solutions to corporate governments, NGO and enterprises
• Established since 2014, More than 50 Vendor Certified Engineers
• Consulting and Project Management
• Client Computing and devices
• Cable, Racks and UPS, switches and routers
• Server, Storage, Virtualization and Cyber Security
• Video Conferencing & CCTV Surveillance
• Procurement and Logistics Services
• Training to end users
Human Resources
• Total workforce : >60 as of  2019
Challenges & New Biz Model
• Regional Disti
• Domain knowledge, Higher quality certified HR
• Higher investment and longer ROI
• To offer end to end solutions
• Partnership with more SI and solution providers (different fr Disti channels)
• Enterprise solutions and applications
• Vertical Market: Financial, Telco and Retails
• Data center implementation and operation
• Satellite services and application
• Cloud products and services (Microsoft Azure)
• Microsoft Platform Solutions for SME

KMD SI & Service (Myanmar Reliable Source)
• One of the largest one-stop IT solution services provider in Myanmar
• 2 Branch Centres in Myanmar
Founded Year
• Founded in 1998 as MRS Co.Ltd.
Human Resources
• Total workforce : 60 as of 2019
• Certified Engineers for System Integration include:
• Cisco Certified Engineers CCENT/CCNA/CCNP
• Microsoft Certified Engineers MCSE/MCSA/MCP
• NEC Certified Engineer for Servers and Storages
• Lenovo Certified Engineers
• Dell Certified Engineers for ASP
• AMP Certified Premised Network Cabling
• Kedacom Certified Engineer
• ACTATek Certified Engineer
• VMWare Certified Engineer

• Dilemma (SI or Service only)
• Track record, reference projects (mandatory overseas partnership)
• High investment on HR and difficulty in retaining
• Data center maintenance and service
• Virtualization Solution
• Advanced Network Security
• Core Network Deployment

Services we are providing:
• Software customization
• Structured Cabling
• Point To Point & Point To Multi Point Wireless Network
• Enterprise Wireless LAN
• VPN Network
• Firewall & Network Security for SME
• CCTV, Fire Alarm & Door Access System
• Servers & Storage Deployment
• HR, Payroll & Time Attendance System
• Traditional & IP PABX, Video Conferencing System
• Network & IT System Operation Monitoring
• Call Center & Customized CRM Solution
• Annual Maintenance Services
• Video Conferencing

• Own OEM products with support and endorsement from Microsoft and Intel
• ‘be’ products include:
• be 2 in 1 PC
• be Ultrabook,
• be Mini PC,
• be Gaming PC, and
• be Easy Book(Clampshell)
Founded Year
• Founded in 2014 as be.Inc.

Human Resources
• Total workforce : 80 as of 2019
• Products selection and roadmap
• Innovative product Vs Mainstream products
• Quality control, spare part and after sales service support
• Smart Phone
• Bundling with telcos

Business Model

How KMD creates value for customers

  • Management / Senior Leaders actively seek innovative ideas
  • Manage and Monitor
  • Innovation Culture
  • Coordinating activities among departments
  • Research and Development
  • Operational processes and KPIs
  • Audits and Reviews
  • Customers’ satisfaction

Innovation policy

KMD Group of Companies has an innovation policy framework to promote innovation throughout the organization, whereby KMD Management has put in place a mechanism whereby customers’ feedback is accepted through a variety of different channels, and employees are encouraged to submit their new ideas for improvement and opportunities directly to a designated member of the top management, who will discuss potential ideas with other members of the top management, and then give approval for ideas to be implemented. Employees are motivated to contribute their innovative ideas, by giving them a convenient mechanism to do so, and those who submit potentially viable innovative ideas are rewarded with recognition, acknowledgement, empowerment to spearhead the idea, and financial incentives for successfully implementing the ideas.

Management / Senior Leaders actively seek innovative ideas

KMD Group’s innovation policy ensures that there is a mechanism to receive input for innovative ideas from all levels of the organization ranging from entry staff level all the way to the management, who act as KMD’s multiple touch points with the industry, customers and competitors, and thus with different perspectives and different ideas for innovation, from operation level ideas all the way to strategic level ideas. These ideas are open for proposal at any time, but as a formal procedure, every single KMD employee is required to submit new ideas for improvement in any aspect of the work environment surrounding their job role, during their promotion exam. These formal proposals are reviewed by a designated member of the top management, and ideas with potential are discussed amongst top management, and ideas that are approved are forwarded to the corresponding department or personnel to be implemented. As mentioned in the previous point, employees are given empowerment and ownership of researching and implementing their ideas, and management will facilitate and support the successful implementation of the idea, in terms of both operational and financial aspects. Apart from relying on all employees in every layer of the organization, there are also dedicated research and business development teams within each business division of KMD Group, whose formal job role is essentially researching, developing and implementing new ideas for product and service innovation, by coordinating with cross-functional teams across the Corporate Group.

How does the company manage and monitor

If an innovation idea/project is approved, then based on the proposed budget, KMD management will allocate a budget that will cover the financing of the project. Innovation projects are mostly cross-functional projects, where coordination between multiple departments across the KMD Group is required. Therefore, to make these human resources available, management has set up dedicated personnel and teams within each business division of KMD Group, who will help to research, develop and implement the approved idea and budget, and to facilitate cross-functional coordination. Management will give empowerment and autonomy to the team spearheading the innovation project. The dedicated research and business development teams will use a pre-approved project plan as a baseline to measure the progress of implementing the innovation project, and if necessary, project-specific KPIs are used. Management will monitor and check with the dedicated research and business development teams, to ensure timely progress of innovation projects via regular daily or weekly communication checkpoints.

Innovation Culture

To develop an innovation culture, the management has set in place formal culture aspects such as SOPs and policies to reinforce the organization’s informal culture aspects such as being empowered to think freely and work autonomously, and foster an overall innovation-driven culture throughout the organization. KMD adopts a multi-faceted approach to developing innovation culture, and thus it is not just for new products, but even improvements in operations, workflow, policies and processes are also welcome. Most of the examples of promoting a culture of innovation are already mentioned in the above questions. In terms of pursuing strategic opportunities, and determining whether they are “intelligent risks” or not, KMD conducts research on these ideas, to ensure that the business model aspect is feasible (operationally possible in terms of resources), viable (financially possible in terms of breaking even and profiting) and desirable (possible in terms of having demand and fulfilling customer needs); before KMD decides KMD takes the idea further into implementation stage. In terms of workforce climate, KMD measures it using employee satisfaction and morale. KMD has mentor-mentee systems, and fostering a family workplace environment, to encourage employees to be open and express their difficulties.

Coordinating activities among departments

For successfully carrying out an innovation project to launch new programs/products requires cross-functional coordination between different units and departments across KMD Group. Starting from idea inception, all employees across the organization are encouraged to bring forward any new ideas for improvement and are rewarded for doing so. This ensures that through the line employees, the organization will take into account customer’s requirements as well, while also putting in place ways for customers to give their feedback, by both actively requesting customers to fill up feedback surveys and passively accepting feedback from dedicated online channels as well as offline channels. Then, thirdly, management and business intelligence activities will also actively seek out industrial and competitor trends to explore new potential innovation opportunities. For the day-to-day operations, all the above have policies and Standard Operating Procedures (SOPs) put in place and made aware to all employees, and their respective supervisors and managers will hold weekly or monthly meetings to review these, and then biweekly meetings with top management to take them further.

Company’s expansion plans / activities

Established in 1986, KMD Group has been successful for well over 3 decades due to our excellence in operational stability efforts. Moreover, KMD Group started with the education business, and over the decades, it has expanded into distribution, retail, enterprise solutions, systems integration, and OEM; and lately has been focusing much of its efforts on even more growth opportunities. For the education sector, KMD Institute has been expanding to offer a wider variety of new courses and educational programs including eLearning and mLearning, STEM and STEAM, Robotics, Game Development, Industry 4.0 technology courses such as AI and Machine Learning, short term vocational courses, business-related courses, MBA and Master’s Degree Programs, etc., in addition to our already diverse portfolio of education programs ranging from basic computer application courses up to International Degree level courses. Apart from new product/program development, we are also leveraging our existing products/programs to expand into other geographic regions, by leveraging our huge network of over 140 branch and accredited partner centres under the KMD corporate umbrella.

Research and Development

The R&D process for new innovation projects starts with idea inception, either from proposals by employees or through business opportunities scouting by research and business development teams, then after the idea is approved and budget is allocated by top management, the corresponding research & business development team will research, develop and implement the innovation project, which will lead to new products and services being tested and launched into market.

The research and business development team is the first touch point to initiate an innovation project. They are the focal point who will design the business model, do the initial market research and test market demand, and pivot as needed to ensure feasibility of new projects. The insights gathered from the initial research will feed into the program/product design to meet customer requirements. After the business model is validated, the product/program will be launched into the market. To do the above activities, they have to coordinate heavily with marketing communications department and operation departments from the point of inception until launch and ongoing operations of the program.

Operational processes and KPIs

KMD Institute and Training Centre had practiced its own SOP (Standard Operation Procedures), Codes of Conduct, Rules & Regulations for Quality Management System, and already had been approved as ISO 9001:2015 Quality Management System since last several years ago. KMD Quality Manual document had been written and implemented.

SOP (Standard Operation Procedures), Rules and Regulations, Codes of Conduct had been defined within KMD Group of Companies, and day-to-day monitoring, daily reports, weekly meeting, ad hoc meeting, weekly reports, monthly reports, quarterly review, year-end summary were done to improve work processes, to improve products/services and performance, to enhance core competencies and reduce variability. Newcomer staff trainings, new product and service trainings, regular staff development trainings were scheduled,  implemented, reviewed, to incorporate new technology, organization knowledge, product excellence, customer satisfaction & value, agility of KMD products, services and processes.

Some of KMD Key Performance Indicators KPIs include: Revenue, Market Share, Customer Profitability, Reach (e.g. KMD’s various kinds of advertisement: Journal/Mag/News Paper /FM Radio/Web/Facebook), Awareness, Gross Profit, Market Share Index, Share of Customer, Net Profit, Net Sales Contribution,- Customer Acquisition Costs (e.g. KMD Advertisement costs), Incremental Sales, Target Market Fit, Market Demand, Market Penetration (e.g. KMD Franchise Centers all around Myanmar), Cost per Lead (e.g. KMD Advertisement costs), Promotion Profit, Quotation Speed (e.g. KMD quotations to Gov/NGO/Enterprise), Customer Lifetime Value (e.g. World First, High Achiever, Roll of Honor from NCC, UK for KMD Institute), Recognition (e.g. NCC, SQA awards), Return on Customer (e.g. How many 1st-year students continue to attend 2nd year), Repeat (Retention) Rate, New Customer Gain (e.g. New students of 1st-year), Transaction per Customer (e.g. How many courses a student attended), Pageviews (e.g. KMD Facebook, website), Marketing Cost per Unit, Clickthrough Rate (e.g. KMD Facebook’s Like & Share), Market Growth, Segment Contribution (Profitability), Net Price, Net Promoter Score, etc. Implementability of those KPIs were monitored and reviewed, and amendments were made as needed.

SMART (Specific, Measurable, Achievable, Realistic, Time based) Key Performance Indicators KPIs had been considered for KMD, and these include: Revenue, Market Share, Customer Profitability, Reach (e.g. KMD’s various kinds of advertisement: Journal/Mag/News Paper /FM Radio/Web/Facebook), Awareness, Gross Profit, Market Share Index, Share of Customer, Net Profit, Net Sales Contribution,- Customer Acquisition Costs (e.g. KMD Advertisement costs), Incremental Sales, Target Market Fit, Market Demand, Market Penetration (e.g. KMD Franchise Centers all around Myanmar), Cost per Lead (e.g. KMD Advertisement costs), Promotion Profit, Quotation Speed (e.g. KMD quotations to Gov/NGO/Enterprise), Customer Lifetime Value (e.g. World First, High Achiever, Roll of Honor from NCC, UK for KMD Institute), Recognition (e.g. NCC, SQA awards), Return on Customer (e.g. How many 1st-year students continue to attend 2nd year), Repeat (Retention) Rate, New Customer Gain (e.g. New students of 1st-year), Transaction per Customer (e.g. How many courses a student attended), Pageviews (e.g. KMD Facebook, website), Marketing Cost per Unit, Clickthrough Rate (e.g. KMD Facebook’s Like & Share), Market Growth, Segment Contribution (Profitability), Net Price, Net Promoter Score, etc. Implementability of those KPIs were monitored and reviewed, and amendments were made as needed.

Audits and Reviews

By means of regular audits and reviewed by management, the overall cost of KMD business operations had been monitored and controlled. Products and services quality had been controlled by planning, operations, audits and reviews, remedial actions and prevention. KMD had set KPI (Key Performance Indicators) based on different department/sector of KMD group, different nature of products & services, different customer groups & market segments, as quarterly or as needed basis, and achievement of those KPIs were monitored and reviewed, and amendment of KPIs were made based on situation and implement ability. Performance of KMD competitors were observed through their activities, market situation and trends.

Customers and customers’ satisfaction

KMD Group of Companies has variety of customers from KMD Institute, KMD Sales, KMD Mobiles, KMD Enterprise and so on. KMD has records of those customers (such as invoice, vouchers, registration, enrollment, installation of fees, servicing, etc.) when they have transactions with KMD. Feedback and suggestions from customers had been accepted via different media (mailbox, email, phone, social media, etc.). And, based on KMD internal group analysis of customers related data and trends of local market, KMD can identify and determine customer groups, customer needs and preferences, market segments, and future expansion strategies. Competition in the industry were observed via their activities and products on the market, researching of market trends and competitors analysis by KMD internal team, marketing and online team.

Customers’ satisfaction on KMD products and services were obtained via feedback, suggestions from customers, surveys to customers, audits of transactions, and measured via research, review and analysis of relevant customers data and transactions. Based on revenues, life span and marketability of products, trends of existing market, forecast and prediction of foreseeable market and potential future markets, KMD tried its best to meet and exceed customers’ expectations and promote further engagements via KMD management strategies and decisions.

Ownership structure

Company' strategy

1. The strategic plan / action plan document has specified who or which team is responsible for the implementation of the plan, with specific timeline to execute, and status remark.

Date   Action Plans Timeline Responsible Entity Status
1 Immediate
2 To do
3 Always do

2. Top management group receives regular status reports from managers regarding the status toward achieving the goals and actions assigned to them.

3. The frequency of reviews depends on the importance and urgency of strategic plan / action plan.

4. If there is deviating from plan, what is causing and reasons are reviewed, and plan and timeline will be changed as needed.