Strategic Plan Implementation
Steven Covey very correctly pointed out that the greatest problem that many organizations have is not an inability to think strategically, but rather the inability to implement Strategy – Covey called it the ‘execution gap’. Many leadership groups come out with fine plans developed after quality in-depth strategic thinking; the problem is that often the Plan comes back to the office and, after a short space of time, together with the noise and clutter of ‘work as we always do it’ pouring onto their desks, the new plans are shelved and forgotten. Before everyone realizes it, a year has passed and nothing has changed.
Often when I unpack with a new group I have met what their Strategic Plan of the previous year consisted of, many can only remember where the session took place, who had had too much to drink, and what the venue was like but few can really remember what they had actually planned, let alone how they were going to implement it.
We all know, as articulated by Einstein, that unless we do things differently we cannot expect different results. Moving from the Strategic Plan and then thinking at a tactical level is the first step in removing the execution gap. In order to develop tactical Implementation plans, I use a method of identifying what needs to be done, who is tasked with ensuring it’s done, and setting time frames for getting it done. Leaders commit to their role, tasks and obligations, and then set off to honor their commitments.
Often when I unpack with a new group I have met what their Strategic Plan of the previous year consisted of, many can only remember where the session took place, who had had too much to drink, and what the venue was like but few can really remember what they had actually planned, let alone how they were going to implement it.
We all know, as articulated by Einstein, that unless we do things differently we cannot expect different results. Moving from the Strategic Plan and then thinking at a tactical level is the first step in removing the execution gap. In order to develop tactical Implementation plans, I use a method of identifying what needs to be done, who is tasked with ensuring it’s done, and setting time frames for getting it done. Leaders commit to their role, tasks and obligations, and then set off to honor their commitments.