and processes for successful implementation of organizational
strategy and business development plans
the experience of many organizations, it is possible
to turn strategies and plans into individual actions,
necessary to produce a great business performance.
But it's not easy. Many companies repeatedly fail
to truly motivate their people to work with enthusiasm,
all together, towards the corporate aims. Most companies
and organizations know their businesses, and the strategies
required for success. However many corporations -
especially large ones - struggle to translate the
theory into action plans that will enable the strategy
to be successfully implemented and sustained. Here
are some leading edge methods for effective strategic
companies have strategies, but according to recent
studies, between 70% and 90% of organizations that
have formulated strategies fail to execute them.
Fortune Magazine study has shown that 7 out of 10
CEOs who fail, do so not because of bad strategy,
but because of bad execution.
another study of Times 1000 companies, 80% of directors
said they had the right strategies but only 14% thought
they were implementing them well.
1 in 3 companies, in their own assessment, were achieving
significant strategic success.
message clear - effective strategy realization is
key for achieving strategic success.
realization essential elements
Motivational leadership - concentrates on achieving
sustained performance through personal growth, values-based
leadership and planning that recognizes human dynamics
strategy into action - entails a phased approach,
linking identified performance factors with strategic
initiatives and projects designed to develop and
optimize departmental and individual activities
management - involving the construction of organizational
processes and capabilities necessary to achieve
performance through people delivering results
- Motivational leadership
Real leadership is required to compete effectively
and deliver growth. People look to leaders to bring
meaning, to make sense of the seemingly unquenchable
demand for results and the need for individuals to
find purpose and value. Leadership is the common thread
which runs through the entire process of translating
strategy into results and is the key to engaging the
hearts and minds of your people. Whether you are distilling
strategy to achieve clarity of intent, engaging your
people to drive the strategy into action process or
performance managing the resulting actions, effective
leadership will make the difference.
- Strategy into action
'Strategy into Action' planning is a phased approach
charting a course through performance factors, linking
strategic thrusts to project, departmental and individual
activity. The ultimate goal is to enable organizations
to effectively translate strategic intent all the
way through to results in a clear and powerful process.
The real need is to creatively and systematically
unfold the strategy, bring it to life by creating
integrated action plans across an organization that
ensure all functions and divisions are aligned behind
There are three distinct phases, identified and demonstrated
by the questions listed:
Distil business strategy to achieve clarity of
is the intent behind the strategy?
does it mean for each operational unit within the
the strategic thrusts and broad based action plans
are the few important themes that need to be worked
on to deliver the intent?
are the sub-themes and projects?
will success look like and how will it be measured?
out detailed work plans
will the projects be led and resourced?
will be responsible for each task?
individual work plans aligned?
is the review process?
following this process you and your team - directors,
managers, and team members - can map how to deliver
your vision; your strategic plan.
Involving the right people is essential to making
the right decisions on priorities, and to creating
action plans that are clear and aligned.
The objective is for everyone in the organization
to understand the strategy and specifically how what
they are doing will contribute to overall delivery.
- Performance management
Too often great plans stay as 'plans'. Typically,
the energy and enthusiasm generated during the planning
process quickly ebbs away, swamped by the weight of
day to day operational issues.
The organization and its people gravitate to fire-fighting
and reactive task scheduling, instead of planning
proactively to deliver the new strategic plan.
To make the strategy 'live' everyone in the organization
needs to be engaged to take action, which means:
the strategic intent, thrusts and action plans
rigorous project management principles to deliver
the change agenda
individual targets and work plans aligned to the
measuring progress, assessing and giving feedback
management is a key factor in getting the whole organization
aligned and mobilized to reach higher and work collaboratively
together to deliver results. Increasingly performance
management is enabled using IT systems.
The characteristics of an effective performance management
must communicate strategy
it must measure performance in real time, and
it must offer an integrated project management capability,
must acknowledge and enable emotional contracting
with all staff, which is so vital for linking individual
commitment and activity to the attainment of organizational
emotional contracting element is commonly overlooked
by organizations, and then they wonder why the people
have 'failed' to do what the organization expected
and asked them to do.
contracting (also referred to as 'the psychological
contract') is the crucial and powerful link between
the organizational intent, and the motivations, values
and aspirations of the people.
good IT-based performance management system must enable
effective processes and organizational capabilities
to be put in place to create the transparency and
accountability needed to drive performance on a sustained
How effective is your strategy realization?
There are simple ways to judge whether your strategy
realization process is working:
Obviously look for business results and progress on
the delivery of targets and KPI's (Key Performance
You need also to look for signs that your people have
really got the corporate message and have taken it
A well known story illustrates the point:
A group of US Senators were visiting NASA at the time
when funding was under threat. One Senator asked a
man cleaning the floor "So what are you doing
here?" The man answered, "I'm here putting
a man on the Moon!"
How closely do your people identify and associate
their own roles with your organizational purpose?
Do your people really know what your corporate aims
are, and if so do they see and agree with how they
fit into the scheme?
Sadly in many organizations the vast majority of staff
do not understand the corporate aims, let alone see
themselves as an integral part of the effort.
Strategy realization will not happen without the people
being an enthusiastic part of the effort. All to easy
to say; another thing entirely to make happen.
The 'Man on the Moon' statement is a real benchmark
of the process quality for turning any strategy into
action - whether for a team, a department or a corporation.
Every single person must know what they are doing,
why they are doing it, and above all, must be fully
committed to doing what they are doing.
If your methods enable every single person to know
what they are doing, and why, and to
be emotionally committed to it, then the process
of turning strategy into action is probably working.
Ask yourself some of these questions and you will
begin to see how to make your own strategies happen.