Top 10 Reasons Strategies Fail To Be Executed
Why do our best laid plans so often go awry?
Turning strategy into reality is never easy -- which is compounded when that strategy is up against an existing, strong culture or status quo. While there is no perfect, fool-proof model for implementing strategy effectively, there are some common pitfalls that can be avoided to get yourself on the right path.
Here are the top reasons why strategic implementations fail:
1. The goal is not clear
High-level, "pie in the sky" goals won't resonate with staff. Goals need to connect staff and leaders to their “purpose.” To do so, look at the F.O.R. -- what is the “frame of reference” for your team, department, and overall organization? For the teams, remember that one person’s ceiling is another person’s floor, so goals must always be communicated in a way that accommodates each individual's F.O.R. Can the staff understand the “why” behind its pursuit?
2. The goal doesn’t create a “call to action”
Does the stated goal create yawns? Or is it something that staff and leaders can rally behind? Top-level goals need be aligned with the mission, vision, and values of the organization and should provoke passion, as well as a common belief that reaching the goal will create tremendous value for the organization, the community, and/or the staff.
3. The so-called "strategic" goals turn into a long grocery list
Years ago, I was the director of business development for a rehab hospital. The CEO had me assemble a “book” of all of our goals and initiatives. Unfortunately, we had way too many goals, no true focus, and we stumbled trying to do it all. Prioritizing is the key -- focus on a select few and tackle them really well. Then, and only then, move the next most important goals onto your list.
4. The plan does not "tune into" WIIFM
I once worked with a physician executive consultant who told me that physicians’ favorite radio station is WIIFM -- “what’s in it for me?” If a strategic plan does not connect to personal/professional goals and have meaning to the work-lives of the staff, they won’t commit. Be sure to "tune in to the station" and be able to tell everyone what is in it for them.
5. The plan is developed without the right people involved (or with them involved too late)
Did
you or your team go through a solid stakeholder analysis during the
planning phase? Many times, the engagement piece is overlooked, or at
least short-changed. Failing to ask for input of key stakeholders is
sure to bring out resistance when it's time to put the plan in motion.
Engage all stakeholders early and often. One tool I have used to do
this is called a “pulse survey.” It’s a quick questionnaire that can
help uncover issues around communication, awareness, and early signs of
engagement (or dissatisfaction) with the effort at hand.
6. Cultural risks are overlooked
Ever hear the phrase,
“culture eats strategy for lunch, every day”? The hammer approach to
strategic implementation can get quick results (like resignations!),
but a better way to have long-lasting positive impact is to understand
and set appropriate risk mitigation plans based on the coming changes.
Cultural resistance is inevitable; not addressing it or thinking it
won’t impact the plan is foolish thinking.
7. Business reviews are not conducted (or not done well)
Paying
attention to the progress and measured results of the plan are key.
“Spraying and praying” (i.e., blindly sending out vast amounts of data to everyone, hoping the right people will take action) won’t cut it. If the plan isn’t measured, tied to goals and time lines, and reviewed regularly, it won’t come together. Effective reviews
with consistent agendas (and holding folks accountable for their
portions of the plans) makes a world of difference. Requiring
variance reports for under-performing areas is also of great value in
helping to measure performance and progress.
8. The plan lacks ownership or an executive sponsor
Do
each of the plan items have an owner? If so, does that individual have
too many plates spinning? I have seen some clients list 4-5 “owners”
or responsible individuals for action items or initiatives. This lets
the plan drift. Leadership and key stakeholders don’t know who to go to
if things are off course. Teamwork is always key -- but it often works
best to put one person as the primary owner and driver (and be sure
that owner has a sponsor or executive support).
9. Strategy and its execution is seen as “that department’s job”
So
who owns strategy within your organization? It truly needs to be seen
as everyone’s job, not just that of the strategic planning group,
finance, or quality. Not everyone has the same role or responsibility
within strategy execution, but stakeholders need to understand their
role in achieving the goals. A Chief Strategy Officer and their team
may facilitate and define the model, approach and goals -- but it is up
to top leadership to drive and hold people accountable, many team
members to implement the action plans, and the organization as a whole
to achieve its goals.
10. Results, good or bad, are not communication and shared
Sometimes
plans or initiatives don’t meet the goal. Either way, results and
progress need to be communicated to the right stakeholders. If you
start a strategic initiative, rally the troops, hold a kickoff event,
but then never connect the dots later, you will lose interest and
support. Did you develop a communication plan for the projects? Do
staff have access to the results? Keep people informed -- share the
good and the not-so-good when appropriate.
History is a great teacher. I wish I had known then what I know now…
I think one aspect which would also help strategy execution is good branding & a robust communication plan to aid implementation.
A well branded programme with lively visuals and slogans gives an emotional connect to the process of strategy execution
Posted by: sarvajeet chandra | August 27, 2008 at 05:09 PM