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Strategy Implementation - Strategy Execution
Harvard Business Review report that 60% of employees said "No" when asked if important strategic and operational decisions are quickly translated into action in their organisation. (https://hbr.org/2008/06/the-secrets-to-successful-strategy-execution). It seems that the execution of strategy is often assumed rather than actively pursued.
The development of strategy is usually a process of some formality with key milestones, workshops, formal documents and published artefacts. Startegy implementation depends upon leadership, engagement, capability and communication. A mix of soft and hard skills are needed across an organisation to change its direction. That might require both the mobilisation of internal resources and some outside help.
Even if your strategy is well developed and clearly expressed the path to making it reality may not be so clear. Hague has a strong focus on delivering against ambitious goals and in helping clients develop their own delivery capability. We can break down strategic goals into tactical steps. We can identify obstacles and constraints and suggest ways to manage them. We can help with options analysis and intervention logic and develop a business case or help you to do it. We can either design and run a project or programme for you or we can just fill the gaps in your existing capability if that is what you need.
We can help you execute your vision and implement your desired change in ways like this:
Scope or define the opportunity
The single biggest reason change fails is that the planned change was not scoped properly or the scope was not managed effectively. The desire to get on with change can lead otherwise smart people to dive in without thinking enough about what they want to achieve. We can quickly and clearly scope change in unambiguous plain English for your consideration and agreement so that there is not doubt what you want to achieve.
Assess the impact of change
What are the potential consequences of a change? Which people will be affected? What processes are involved? Which systems might need to change? How long might it take? An initial assessment of change impact helps identify key stakeholders, dependencies, necessary interfaces, links to other projects etc. This can save a lot of grief later on and it can also identify common interests.
Stakeholder engagement can be cursory and may be undertaken after the details of a strategic change have largely been agreed. This may occur because of a fear that getting too may people involved early on will stop the initiative getting off the ground. In fact it means Executives often commit to details too early and don't leave themselves room to negotiate. Early engagement allows any necessary horse-trading to occur discreetly and to be incorporated into the agreed plans with a degree of consensus.
Plan how success will be measured
Many strategic change initiatives describe their objectives in aspirational terms to inspire enthusiasm. This is understandable but it can create difficulties in monitoring progress and judging when goals have been achieved. We can help you define change outcomes in unequivocal terms that allow judgements to be easily made and we can help design the necessary information systems to support performance monitoring.
Build coalitions for change
Change doesn't happen by itself, nor does it happen by simply directing it to happen. It is necessary to understand and work with people with a range of interests and perspectives. Hague can help build those coalitions and build your capability to do it in the future.
Ensure Executive alignment and visible support
We can advise on constructive and credible ways to ensure and demonstrate Executive alignment with change.
Assess internal capability for change
We can help identify the key elements of a change strategy and map those to strengths and weaknesses in your internal capability and capacity then develop a plan to address those issues.
We are very experienced in developing internal capability through training, workshops, coaching, mentoring and knowledge transfer. Our goal is to develop capability not dependence on consultants.
We can advise on practical ways to measure effectiveness on an ongoing basis and we can advise on or design business intelligence solutions using your existing systems.
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