The biggest gap between strategy development and implementation is the lack of natural flow of the process.
When, theoretically, strategy development and implementation should involve the stakeholders of the organizations, each team member with the complete clarity of their responsibilities and how that will contribute to the implementation of the strategy.
Additionally, are there regular performance management reviews, during which analysis of KPIs and measuring success towards the attainment of strategic objectives take place?
While strategy development process is often done without any hitches, it is the implementation that becomes difficult, mostly because organizations treat strategy development exercise as just another casual annual meeting rather than a continuous process.
Here, in the following points, a recommendation of changes that can be conducted by an organization to completely transform the journey, thus changing the result for the better.
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Treat the Implementation as Journey
The first and foremost item that needs to be done is to change the attitude of the organization towards the implementation of the strategy. When strategies are documented, they seem to be perfect.
But implementation involves non-linear issues like resistance to change by various stakeholders, or issues of unprecedented circumstances which can make the process more time-consuming.
Hence, involvement of everyone in the organization through a change management initiative including an effective communication plan that clearly outlines strategic elements including vision, mission, initiatives, objectives while outlining ownership and accountability will assure everyone’s boarding on the strategy implementation journey.
Hold Regular Discussions
Conducting annual meeting won’t highlight the issues that are involved with the strategy implementation process.
If a strategy implementation starts in January and the organization is holding a meeting in December, most likely, the progress has been stalled already due to issues like lack of clarity, resistance, and lack of improvement.
With the help of regular discussions and performance management review meetings, a company can ensure that there is regular monitoring of progress made and room for corrective actions and initiatives.
These discussions will reinforce the strategic direction of the company and monitor progress made, underlining employees’ input and commitment to achieving objectives and KPIs targets.
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Tracking the Implementation
Employees should be accountable for strategy implementation. But that can only happen when they have a clear idea about their roles, responsibilities, and how they are going to benefit from them.
Also, removing resistance will encourage accountability too. So, for this, the organization should track the implementation.
By monitoring KPIs and addressing resistance directly by showing real-time how the strategy is being implemented and that it is having a positive impact on the company, the company will continue to grow and adopt a performance management culture.
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Monitoring the Rolling out Plan
Finally, the stakeholders need to monitor the rolling out plan. For achieving this, the implementation and measuring success can be divided into two parts,
- Implementation for a short term period (3-6 months)
- Implementation for a long term period (1-5 years)
While monitoring the short-term period, monthly analysis and regular discussions will ensure the continuous evolution of the plan, ensuring achieving the long-term strategic goals for the long term.
Figuring out the pain points and addressing them while removing obstacles will make the process of implementation evolving regularly rather than becoming a static process that more often than not is forgotten by the organizations.
Industry leaders always recommend treating the process of strategy implementation as the journey, not the final destination. The journey will lead the company towards the attainment of the strategic vision.
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