The need for strategy is linked to the existence of
competition and the need for organizations to be better than their competitors
(Shimizu, Carvahlo, & Laurindo, 2006).
The
development of strategies provides organizations with a long-term road map of
where they are going (Varkey & Bennet, 2010). Strategies can help an organization align their
mission and values. Additionally, strategy planning identifies areas of
weakness in an organization that need improvement.
The
process of creating a strategic plan can be a powerful team building experience
and can create the necessary buy-in for future change (Varkey & Bennet,
2010). However, implementing a strategy can be tricky. In order to
be successful during the implementation phase, one needs to work collectively
with his or her team to ensure everyone is on the same page.
According to Garvin (2013), planning and executing frequently
overlap, but the final stage of implementation holds significant importance
“because it allows managers to zero in on the barriers to aligned, effective
action and devise ways to overcome them” (p. 39). The implementation phase of the strategy
breaks down when management fails to communicate the plan in its entirety to
their staff, in addition to conducting regular follow ups with the team to
ensure there are not any identified problems that have come to light.
So
how does a company effectively implement their strategy? Garvin (2013) believes effective
implementation begins with delivering what is promised on time, on budget, and
with quality. In addition, there are
four essential truths about implementation to consider; success must be
measured against established goals or objectives, successful delivery of what
is promised must include what, when and how, there must be consistency, and
eliminate popular excuses.
Implementation
requires carefully crafted action.
Managers need to speak clearly and concisely to their team to make sure
everyone understands the plan.
Additionally, if there is no buy-in or commitment, the plan will not be
successful. Therefore, companies would
be wise to engage their employees and encourage involvement with the
development phase of the plan. Employee
satisfaction is key to the success of a strategy and their input should be
valued. Garvin (2013) suggests creating
a program that requires front-line employees to develop scorecard measures based
on their relationship performance.
Do
your employees have the necessary competence or skill set? Make sure your employees are well trained and
have a solid foundation of knowledge.
Training should be on going as processes change. We are all life long learners and the journey
never ends!
Are
the organization’s goals aligned?
Implementation can breakdown when key players are not measuring
themselves based off of the same scorecard (Garvin, 2013). This barrier is common across an organization
due to different departments identifying areas to focus on or visions not
aligning from the beginning. It is the
job of the executive leadership team to communicate expectations across the
organization. In order for these
expectations to trickle down to everyone, managers of each department or
division must also be on board with the leadership team’s vision and fully
understand it themselves.
There
is much to consider when determining if an organization is fully equipped to
effectively implement a strategy. Make
sure to identify areas of concern early on and take the necessary steps to find
a solution. Remember, in order to be
successful, make sure the management team is fully prepared to implement a
strategy by being educated, informed, and aligned. Then, create programs that fully engage the
rest of the employees to create organizational wide commitment to the future
successes of the company.
Garvin, D.
A. (2013, Summer). Where implementation breaks down. Conference Board Review, 50(3), 38-45.
Retrieved from Business Source Complete database.
Shimizu, T.,
Carvahlo, M., & Laurindo, F. (2006). Strategic alignment process
and decision support system: Theory and case studies [EBSCO eBook].
Hershey, PA: IRM Press.
Varkey, P., & Bennet, K.
E. (2010). Practical Techniques for Strategic Planning in Health Care
Organizations. Physician Executive, 36(2), 46-48. Retrieved from Business
Source Complete database.
