It is often highlighted that most Strategy Deployments fail. Research shows that 70% of all strategy implementation around the world fail. Part of the reason for this high percentage of failure is that Strategy Deployment requires the development, communication and continuously sustain the organisation’s Vision, Strategy, Divisional Objectives, Action Plan and finally Measures. Only will all these components executed effectively and consistently can Strategy Deployment succeed.

 1.             Vision  What does the Future State of your organisation look like?

It is crucial to be able to clearly describe the desired Future State of your organization in the next 3 - 5 years. You must also be clear on where you are today, i.e. your organisation’s “Current State”. The gap between the “Current State” and the “Future State” is your Strategic Gap. Your Strategy is the means to address the Strategic Gap.

 2.    Strategy  What is our game plan for success?

What must you do to move from your Current State, towards your Vision? What areas & actions must the organisation focus on for the year? A Strategic Plan should be answer the questions above. The right strategy will create a virtuous cycle which will drive the organisation towards the desired Future State. The organisation’s core values, beliefs and culture should be embedded into the Strategy.

3. Divisional Objective - What must each division do to realise the Strategy?
Once your Organisation’s Strategy is clear, this must be cascaded down to the Divisional Objectives. Each division must clearly define how they will contribute to achieving the Organisational Strategy. Divisions must identify where they will achieve the breakthrough improvements to propel the organisation to the Future State. There must be a causal relationship between the Organisational Strategy and the Divisional Objectives.

4. Action Plan - What actions items must be completed?

Each division must device their respective Action Plan to realise their Divisional Objectives. Special attention must be given to ensuring there is a strong causal relationship between the Divisional Objectives and the Action Plan. This Action Plan will drive the operational changes required to realise the Future State. The Action Plan must have breakdown of activities with clear assignment of person in charge, timeline, target completion dates and interdependencies.

5. Measures  How will we measure progress?
A basic question that needs to be answered is how do we know if we are moving closer to the Future State. This is where key measures at the organisation and divisional levels must be agreed upon up front and tracked. Appropriate targets should also be set. These measures can be used as a feedback mechanism to understand what works and what doesn’t. The Action Plan should dynamically be managed based on the measures.

  

We at ChangeDynamics (http://www.changedynamics.biz) have successfully helped clients setup formal strategy implementation System within their organisation. If your organisation is about to embark on Strategy Implementation, please contact us to learn how you can avert the typical pit falls by putting in place a format Strategy Implementation System. We are happy to have a no commitment discussion to exchange ideas that may help your organisation.

 

 

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