The reason why your enterprise technique activation is failing
I don't know of any senior management team that doesn't spend days or weeks tirelessly working on the strategic plan of their organization. And for many of our customers, we have the privilege of helping as a thinking partner during this process.
Executives review the data, envision the future, and shape it into a cohesive unit that fits on a piece of paper. It's pretty amazing, really. And it's one of the greatest challenges any team faces: formulating the strategy that will get you the results that Wall Street and others expect.
Why is so much of this hard work left to chance when it comes to implementation? Think about it. There's inspiration … sweat … and group conversations throughout the strategic planning process … lots of nodding heads and even a few moments that feel like kumbaya.
They came out with a clear sense of purpose and mission. You have tasked your direct employees with conveying the strategy to their teams. Everyone who left loved the plan and your general path forward. Done right? But is it true alignment … or is it all just an illusion?
I can tell you from too much experience that it is the latter. I've seen this scenario over and over again.
Writing your strategic plan is just the beginning
The truth is that getting this strategic plan in writing is only the beginning. The real challenge is to get to the result of this strategic plan by activating the strategy in your company.
When it comes to bringing strategies to life, we've all made costly (and often the same) mistakes – mistakes that make the difference between good and great. And it happens between confusion, skepticism and complacency … and commitment, efficiency and effectiveness.
If people don't know where you are going and how they fit in, then how are they going to help you get there?
– David Grossman
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