- There isn’t a strategy.
- The strategy is distributed in 3-ring binders, everyone celebrates getting that done and thinks the strategy will implement itself.
- The strategy is actually an operations improvement plan—not a strategic view of the future business and how to achieve it.
- The strategy is not simply and clearly communicated to the organization, so no one understands it and cannot possibly execute it.
- Senior management treats the strategy as so confidential they cannot share it with the organization—who do they think is going to execute it?
- The senior team sees strategy as an annual day-long discussion with lunch, and it never becomes part of the day-to-day work and decision-making.
- There is no accountability or follow-through, and no plan to deliver the outcomes required by the strategy
- The strategy never gets translated into division, function, and individual responsibilities.
- Urgent matters trump important/strategic initiatives, so after strategic planning, everyone goes back to fighting fires.
- Too many initiatives with conflicting priorities are owned by the same people.
Strategies never fail during planning, but during execution. After developing the strategy, get clear on how it will be implemented including communication, action steps, accountabilities, and required resources. Strategy should drive the business, not day-to-day challenges.
© Copyright 2016 Bob Legge
Bob Legge provides organizations with the ability to exceed their most ambitious goals. I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value. Contact him at firstname.lastname@example.org