Albu On Strategy

Strategy Execution Requires Three C’s

What is one of the most common missing links when it comes to successful strategic planning?  Most CEOs we speak to will agree its strategy execution.   You can have developed a mediocre plan, and an exceptional execution process will lift that average plan to new heights.   Without a solid execution process in place, strategic plans are useless documents that sit on shelves collecting dust.  More importantly, without a formal strategy execution process, organizations fail to achieve their long-term objectives. 

At Albu Consulting, we believe that strategy development and strategy execution work hand-in-hand.  They are partners in a dynamic, continuous and collaborative process.  Strategy development does not end after a two or three day offsite and execution is not just project management.  Rather, joined together strategy development and execution act as a strategy management system of continuous improvement to achieve the results you want. 

How can you provide the leadership to make strategy happen?  Consider these three Cs of strategy execution that can help you achieve your long-term objectives.

Communication – All too often strategy is kept a secret by the CEO only to be shared with a few members of the leadership team.  Often it is implicit, lacking a written document that articulates the specifics of the strategy.  Unfortunately, if people down through the organization don’t know about the strategy, it is hard for them to connect with it.   Strategy needs to be the fabric of how everyone in the organization makes decisions. It should be a part of everyone’s day-to-day responsibility.  Strategy is the link that defines “what” needs to be done, “why” it is important, and “how” it will be executed.

Commitment – We are always amazed at how engaged managers and employees become once they are brought into the strategy management process.  When employees participate in the development of the strategy and better understand how they can contribute to its success, their level of commitment increases. Collaboration within departments and across functions improves, and the result is both top-down and bottom-up cooperation and feedback.  Once you have made the case to everyone in the organization, and included them in the strategy management process, translating strategy to action becomes much easier.

Change – Business is dynamic and unpredictable.   It is difficult to imagine it any other way.  Agility in business is absolutely necessary, but it needs to have purpose.  Without purpose, organizations tend to “chase” opportunities that are off strategy.  Your strategy should define and guide business decisions and help your organization stay focused and on task.   By managing change through one-on-one coaching, team meetings and leadership reviews, you will embrace change with confidence.  Change is necessary and organizations become better for it, but it needs to be on strategy.

Strategy execution is an integral part of the strategy management equation.  The pace and complexity of business isn’t getting any easier.  Effective strategy execution should not be viewed as additive work, but rather the centerpiece of what the organization needs to accomplish to achieve and exceed its long term goals. 

We would welcome your comments and please pass this along to your friends and associate as you see fit.

“You’ve got to eat while you dream. You’ve got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. Getting it done in the short-range, and delivering a long-range plan, and executing on that.”
Jack Welch 

Posted in Newsletter, Strategy Execution.