4 Starting Ingredients for Successful Strategy Execution

Many people make that New Year’s resolution to go to the gym more often. But most of us don’t follow through on it and the plan utterly falls apart. Strategy efforts are the same way: There’s a lot of talk and unrealistic expectations for the future. So how do you bring your strategy to life and make sure it’s implemented properly? In a post at his blog, Art Petty discusses four ingredients to enable successful strategy:

  1. Develop widespread understanding and purpose.
  2. Ask for help.
  3. Adjust the operating routine to incorporate strategy execution.
  4. Keep the work of strategy execution front and center.

Cooking Up Strategy Execution

The first and most important step of this process is to make sure everyone in your employee population fully understands what the strategy is moving forward. If they don’t know what is happening, then naturally the plan will not succeed. It requires hosting meetings, further dividing those meetings into smaller group sessions, and then meeting one-on-one with employees to ensure that everyone fully understands the strategy. Petty stresses to take into consideration what everyone is thinking with “WTHDTMFM,” or “What the heck does this mean for me?”

Don’t be afraid to ask for help on this strategy. Reach out to your employees and work together to have a project-driven work environment. It will create a structured system for your employees to rally around, which will help drive them to work with you on implementing the strategy.

Petty also says to take advantage of having a distinct operating routine and lists off some of the benefits of capitalizing on it:

Review the progress of the key strategy execution projects at every operating meeting.

Identify challenges and let the management group define countermeasures to deal with those problems.

Begin to add key scorecard measures for the strategy work, or, at least monitor how this work is beginning to impact the scorecard.

Provide visibility to initiative leaders to brief the broader management group and to share ideas, lessons learned, and ask for help.

Most of my clients define a distinct execution team, so they can meet and work separate and distinct from the operations meetings. Nonetheless, those are key meetings where all involved have the opportunity to gauge progress and offer input or prepare for next steps.

At reviews and meetings, talk about the actual successful actions that are being taken to execute on strategy, as opposed to the sterile numbers resulting from those actions. Taking the time to put strategy front and center will make all the difference in keeping people excited about it.

You can view the original post here:

Austin J. Gruver

Austin is a Staff Writer for AITS. He has a background in professional writing from York College.

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