THE PROBLEM

Failure to execute around strategy has little to do with lack of ability. Your organization has great people, who know how to get the job done – they do it every day! So, why the disappointing results on hitting strategic milestones? The first and most obvious problem may be the absence of a compelling plan. If you suffer from this affliction, please go back and read the previous section on strategy formulation!

If you are still reading, then you believe you have a great plan, but can’t seem to get traction. In virtually every situation we encounter, it all boils down to one thing: a fundamental disconnect between the strategic plan and current operations. Typical areas of disconnect include:

    - Failure to translate “big picture” strategic goals into implementable short-term initiatives that
      down the path
    - Failure to embed both short- and long-term strategic milestones into the measurement
      and reward processes; and/or
    - Failure to ensure that every person in your organization understands where and how what they
      are doing today has a meaningful impact on achieving your strategic vision.

THE RESPONSE

At a minimum, I work with clients to ensure that they take their 3-to-5 year strategy back to one-year milestones that integrate with current operational plans. However, I regard this as a necessary but not sufficient step for getting implementation traction.

Once the road-map is complete, it’s all about your people. Again, it’s not about their ability to execute, but rather the conditions/context in which they are asked to perform against your strategy that will separate great results from disappointment. I work with you to diagnose where the inconsistencies may lie, and to formulate specific steps to address them.

    - Do your key messages, beginning at the top-most layer in the organization and also cascading down to every level,
      consistently link back to your strategic vision and imperatives?
    - Are you measuring/tracking the right indicators, that not only serve your need to stay on top of current operational
      performance but also strategic progress?
    - Have you embedded strategic imperatives into departmental, team and individual performance plans?
    - Are you rewarding/compensating the right behaviours and achievements, that serve your strategic plan as well as this
      quarter’s performance?
    - Does your leadership culture align to your strategy, or continue to honour/celebrate behaviours that are not suited to
      your current and future strategic challenges?

When all is said and done, if your people feel connected to where you are going and understand how they can contribute to and be appreciated for helping you get there, then you have bridged the fundamental gap that separates dreams from reality.