make your strategy come alive keynote 2011

Make Your Strategy Come Alive

the whole strategy

implementation challenge.

Leaders underestimate

“One of the criticisms we would have of some of our colleagues who have studied strategy (and some consultants who advice on strategy) is that they assume that once you design strategy it gets executed”

STRATEGYIMPLEMENTATION

Joseph Bowler,

Professor of Business Admin

Harvard Business School

“They don’t look inside the process

and realize that its much more complicated.”

Would you prefer to have:

A.Good strategy implemented badly

B. Bad strategy implemented well?

OR

© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006

University

Graduation

Frustration


Implementation is not

a linear

event


Why Does

ChangeFail?

90%

Failure

Rate




The Story of Strategy Implementation

so far…


+

The Current Change Equation

Vision, Mission &

Values

Strategy

Change Manageme

nt

= RESULTSxNOT FOR NINE OUT OF 10 COMPANIES

+

What do the one in ten companies do different?


Implementation Challenge

Vision, Missio

n & Values

Change Management

Implementation

Go beyond traditional change management

Strategy

Creation

Implementation


The

Implem

entatio

n

Compas

s


Shareholder Value

If strategy is about making the right choices,

then implementation is about…

Strategy

Implementation Compass™

A framework for identifying the right action you need to take to today to deliver

tomorrow’s strategy

© 2010 Bridges Business Consultancy Int All Rights Reserved

Are you supporting the staff members who are supporting

the strategy implementation?


Do your staff members know why it is urgent to adopt the new strategy?


Is everyone constantly

communicated to about

what’s working, what’s not and what’s going to happen next?


Are your measures tracking the old

strategy or the new strategy?


Is the implementation aligned to your

culture?


Do staff members have an

opportunity to change the daily

processes to meet the requirements

of the new strategy?


Are the behaviors and actions required to

implement the new strategy

encouraged and reinforced?


Do you discuss the strategy

implementation more or less than

operational challenges?


Squeezed in at the end of the meeting…



2. Which direction is the

hardest to implement?

4. Which direction is the

least practiced among leaders?

1. Turn to a partner and

share your thoughts on the compass.

3. Which direction receives

the most resistance?




To participate in our discussions

www.strategyimplementationblog.com