To Avoid Strategy Execution Mistakes, Think Strategic Clarity
Strategy execution mistakes can be avoided and mitigated with strategic clarity, Our organizational alignment research found that strategic clarity account for 31% of the difference between high and low performing organizations in terms of:
A Strategy Can Only Succeed if it is Executed
You can spend all the time you like creating a clear strategy designed to improve and grow your business but, if you don’t execute consistently against that plan, what good is it? Strategy execution mistakes happen most often because strategies must go through people and culture to get fully implemented – and that can get tricky.
Some Frightening Data on Strategy Execution Mistakes
Here are some numbers that shock even those of us in the field of strategic clarity and execution.
Four Strategy Execution Mistakes to Avoid
Here are strategy execution mistakes to avoid based upon the four most common factors we find get in the way of effectively executing even the best of strategic plans:
Do they really know what the words mean? Can they articulate the strategy? Do they fully comprehend what the strategy means vis-s-vis the way they need to behave and make decisions day to day? Do they believe it is implementable at your company? Do they see other teams following through on their plans?
Ask employees to describe the strategy and how they and their team fit in using their own words. If you are like most of our clients, you may be surprised how few have translated your strategic intentions into the way they handle their jobs.
It is not the number of times you communicate the strategy but the quality of those communications. When it comes to strategic communication, our organizational alignment research found that 81% of high growth companies agreed or strongly agreed that communication and information flow was timely and only 6% agreed communication and information flow was timely for unaligned and less profitable organizations.
No strategy can anticipate every future event. Companies need to adjust to the facts on the ground. Those who are best at strategy execution and strategic clarity know when to seize opportunities that support the plan at the same time as they coordinate with other parts of the organization.
When it comes to strategic agility, our organizational alignment research found that 92% of high growth companies agreed or strongly agreed that their leaders were highly responsive to relevant market and industry changes and 56% of under performing companies disagreed or strongly disagreed that their leaders were highly responsive to relevant market and industry changes.
Make sure your leaders are inspiring others to creatively translate problems into opportunities and asking people to challenge assumptions and look at things in new ways.
It is the decisions made at all levels throughout the organization that will, in the final analysis, determine if the strategy is properly executed.
In terms of decision making, our organizational alignment research found that 88% of high growth companies agreed or strongly agreed that company decisions demonstrated a healthy balance of short- and long-term focus and 70% of under performing companies disagreed or strongly disagreed that company decisions demonstrated a healthy balance of short- and long-term focus.
Top-down implementation can have a positive effect initially, but an organization’s capacity to adjust to changing circumstances can be diminished over the long-term. Too much oversight from top leaders can deteriorate into micromanagement and suppress the agility and cross-functional coordination needed for success.
We have seen some organizations pay too much attention, for instance, to making the numbers – e.g. Wells Fargo’s sales scandal driven by impossible sales quotas. If outcomes are all employees are rewarded for, they will tend to game the system or cheat, lower their projections, or avoid experimentation and innovation.
They may “make their numbers” but in a downward spiral of productivity and potentially toxic behavior that discourages growth and innovation.
Think of balancing performance measurement between “Doing (the results)” and “Being (how things get done)” to create the healthy and aligned culture to execute your strategic priorities.
The Bottom Line
To avoid strategy execution mistakes and to be among the 10% of companies that consistently implement their plans across the organization, communicate, adapt, create accountability and ensure clear metrics for success.
To learn more about how to avoid strategy execution mistakes, download 3 Big Mistakes to Avoid When Cascading Your Corporate Strategy
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