The strategy implementation is an ongoing activity with a set of fine-tuned processes to enforce the healthy business management cycle.
Planning the implementation during the design stage in detail is very critical to improve the success rate of implementation: The degree of planning has a positive correlation with the degree of uncertainty and unpredictability. In many cases, often the strategy that is eventually realized, in many cases, differs from the original plan. Sometimes business management spends more time designing the content of planning than thinking how to implement them successfully. It’s no surprise they won’t achieve defined results due to the emerging changing circumstance.
Strategy implementation management is fundamentally an iterative cycle to design, build, scale and optimize business competency to achieve the desired effect under specified performance standards and conditions. In order to bridge the gap between planning and implementation, you need a purposeful and rigorous set of rules and methods for translation of strategy into a realizable architecture, defining the “as is,” and “to-be” state of the business. So the management can build a solid roadmap to get from here to there. If its execution does not result in delighting existing or prospective customers, increased market shares in existing or new markets, then it is not a successful implementation.
Identify implementation blind spots and capability gaps: As strategic planning guides and touches all aspects of the organization, its implementation will never be simple. The top reasons why strategy implementations fail include such as: low practicability - they were not actionable from the get-go because there are communication or collaboration gaps between different functions or geographical divisions; there is misalignment of process, resource, talent in strategy management. High performance organizations clarify strong implementation logic via smooth alignment of people, process, and technology, apply the best fit methodologies, technologies, and practices to improve the success rate of implementation.
In practice, the strategy implementation needs a group of elements/tools to assure it can be implemented smoothly. However, there is illogic of strategy management scenario; there is skill shortage, ineffective process, capability gap that stifle business changes. Organizational leaders today need to look ahead and be proactively looking for opportunities to improve, identify the decision blind spots, capability gaps in strategy management; focus on the most critical issues facing in the business, put all things in context to make smooth implementation, and set measurement to gauge the right things to create multifaceted business values.
Improve important business processes which are critical to smooth strategy implementation: It is an important issue to understand that the processes in your business will deliver/create the business result. Processes underpin business capabilities. Capability-based implementation has a significantly higher success rate. Many times you don't consider the processes as the main driver to deliver the desired result, and then you will not get the result you hoped for. From a business process management perspective, it’s critical to take important business initiatives into an operating reality by formally integrating the strategic-management process with financial planning, governance or other key business processes to achieve better than expected business results.
Robust process means a set of connected parts forming a complex whole, or a couple of related things working together as interconnecting parts of a mechanism to build business capabilities for implementing strategic planning. An organization with fine-tuned lightweight business processes allows information and idea flow, refine them into business value, build rigorous, ongoing management processes for formulating the specific strategic initiatives, harness cross-functional collaboration, to accelerate business implementation.
The strategy implementation is an ongoing activity with fine-tuned processes to enforce the healthy business management cycle. Therefore, it is critical to identify and strengthen the weakest link of implementation, and determine how each part of the organization, including all of the key functions must "put all things together" to bring tangible business results and reach the clarified business vision ultimately.
Strategy implementation management is fundamentally an iterative cycle to design, build, scale and optimize business competency to achieve the desired effect under specified performance standards and conditions. In order to bridge the gap between planning and implementation, you need a purposeful and rigorous set of rules and methods for translation of strategy into a realizable architecture, defining the “as is,” and “to-be” state of the business. So the management can build a solid roadmap to get from here to there. If its execution does not result in delighting existing or prospective customers, increased market shares in existing or new markets, then it is not a successful implementation.
Identify implementation blind spots and capability gaps: As strategic planning guides and touches all aspects of the organization, its implementation will never be simple. The top reasons why strategy implementations fail include such as: low practicability - they were not actionable from the get-go because there are communication or collaboration gaps between different functions or geographical divisions; there is misalignment of process, resource, talent in strategy management. High performance organizations clarify strong implementation logic via smooth alignment of people, process, and technology, apply the best fit methodologies, technologies, and practices to improve the success rate of implementation.
In practice, the strategy implementation needs a group of elements/tools to assure it can be implemented smoothly. However, there is illogic of strategy management scenario; there is skill shortage, ineffective process, capability gap that stifle business changes. Organizational leaders today need to look ahead and be proactively looking for opportunities to improve, identify the decision blind spots, capability gaps in strategy management; focus on the most critical issues facing in the business, put all things in context to make smooth implementation, and set measurement to gauge the right things to create multifaceted business values.
Robust process means a set of connected parts forming a complex whole, or a couple of related things working together as interconnecting parts of a mechanism to build business capabilities for implementing strategic planning. An organization with fine-tuned lightweight business processes allows information and idea flow, refine them into business value, build rigorous, ongoing management processes for formulating the specific strategic initiatives, harness cross-functional collaboration, to accelerate business implementation.
The strategy implementation is an ongoing activity with fine-tuned processes to enforce the healthy business management cycle. Therefore, it is critical to identify and strengthen the weakest link of implementation, and determine how each part of the organization, including all of the key functions must "put all things together" to bring tangible business results and reach the clarified business vision ultimately.
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