Sunday, June 19, 2022


Implementation of a strategy is mainly about initiating and managing necessary changes from the current state to both the strategic positions and designated action capability at the positions to achieve high performance with continuous deliveries.

Increasing pace of changes and fierce disruptions are the new normal, statistically, strategy implementation has a very low success rate. Increasing global connectivity, uncertainty, chaos and ever-rising customer & employee expectations perhaps are some of the reasons behind this gap.

 There is no good strategy without execution and there is no good execution of a bad strategy. Execution, or implementation is always more important than design in a “VUCA” world. Yet the act of planning or design is important as a way of gaining shared intents. Implementation of strategy is the journey that is adjusted through the redefinition, prioritization, and control of the strategic initiatives.

A combination of top-down and bottom-up approaches: Nowadays strategy management is an iterative continuum. Strategy and execution are two completely different things and skill sets, but they are interlinked. Successful strategy execution is directly related to leadership capability from the top down, as well as bottom –up workforce collaboration. It is important to prioritize things, make use of clear targets, communicate effectively, set the right priority, bridge resource and investment gaps to enforce successful capacity planning and holistic resource management to improve the overall problem-solving effectiveness, implementation agility. Top-down strategy implementation is beneficial when maintaining coherence, while allowing autonomy, maintaining a balance between exploration and exploitation; compensates short-term and short-range attention of daily operations, with long-term broad-range vision and strategic advantages.

The success of strategy management undoubtedly lies in “timely execution,” and it can only be achieved through continuous persistence, improvement and following up. Bottom up consensus approach requires healthy feedback-feedforward cycle, problem identification & discovery, helping the management avoid pitfalls and improve business agility. For customer-centric strategy execution, customers should always be involved, it is not a question of whether the customer is right or not, it is more of whether you are truly and proactively listening to their needs and gaining a deep understanding of the motivational construct of customers through empathy, and figure out what they will likely want next. To expedite strategy execution, you can’t manipulate from top down, it has to be managed via bottom up communication and collaboration for accelerating collective performance.

Information, implementation, innovation synchronization enhances strategy execution agility
: Digital synchronization occurs on multiple levels, but it presupposes the ability of each 'link' to articulate their 'strategic intent.' Strategy-execution synchronization can catalyze the flow of the right information to the right people at the right time to coordinate and execute strategy, tactics, and risks; leading to the smooth alignment process of ensuring all organizational thoughts or actions are directed to achieving common strategic goals and objectives. This means to translate strategy into operational terms aligning the organization to create synergies in making strategy everyone’s everyday job and mobilizing change through digital synchronization.

If strategic intent can be understood both within and without the organization, the alignment process becomes an analytic harmonized process in which the actual configuration of the organization's strategy is a consequence of design and implementation strategies. Digital organization is organic, holistic, energetic, responsive, coordinated, and consistent in the relationship with its environment. Through digital synchronization, organizations can establish more sustainable and transformational capabilities based on key dimensions such as scope, alignment, design, execution, governance, etc. It presents the recognizable digital rhythm to keep the business moving forward with the right pace and drive digital transformation steadfastly.

It’s the reciprocity that sets the tone of culture of trust; it's trust that is the key determinant of any collaborative effort to implement a good strategy
: An organization can approach the flow zone to accelerate strategy implementation when the positions in its hierarchy have clear, accountable tasks. Limited hierarchy works best in a highly connected and creative environment in which the free flow of ideas and their prompt implementation is a key element of success. They can improve and accelerate organizational balance and growth cycle both horizontally and vertically, develop differentiated business competency to accomplish defined goals promptly.

The reciprocal communication cycle lubricates trust and accelerates strategy implantation. The reciprocal divergence-convergence cycle enables the individuals or organizations to search for the path to make a difference. Conversely, the lack of it can accurately predict the demise of any collaborative effort. The ultimate goal of reciprocal business cycle is to push the organization to be clear about its position via the company's core business strategy and pull all the resources for achieving the multilevel of the business excellence.

The strategy is continually developed, measured, adjusted, and executed, it needs to be considered a living document which should be regularly reviewed against business objectives, market changes, and technology advancements. Implementation of a strategy is mainly about initiating and managing necessary changes from the current state to both the strategic positions and designated action capability at the positions to achieve high performance with continuous deliveries.


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