Make It Happen
Strategic Execution
There are a few special ingredients that make the difference between an uphill slog and smooth sailing when it comes to executing on your strategic direction.
There are many organizations that have become quite skillful in setting a clear and compelling organizational direction – bringing clarity to where they are going. But fewer organizations consistently deliver and produce the vital organizational results.
Today’s article is the second in a series. In the first piece, I shared considerations for thoughtfully setting your strategic direction. With clarity on where you are headed, the key then becomes delivery – consistently executing on plans to deliver continuously improving results that are of importance.
Here are a few of the factors that create the difference between consistently knocking it out of the park and hit or miss performance in strategic execution:
Alignment
In the first article I referenced the importance of thoughtfully designing the approach by which you set your strategic direction. If designed well, this approach will create alignment among your senior leadership team. This does not mean group think. Just the opposite.
Alignment (in a strategic context) can be achieved by reaching a shared understanding about the environment, challenging assumptions, examining alternative scenarios, considering various paths forward, and then arriving at a shared commitment to a strategic direction. Done well, the senior leadership team defines an organizational direction that they are aligned on. This direction serves as the strategic framework for decision-making, resource allocation, and action.
Alignment is an accelerant for execution.
In high-performing organizations, there is alignment of plans, processes, people, information, and results (to name a few). In the context of this article, I am referencing the critical alignment of your plans, initiatives, and leaders toward accomplishing your strategic direction.
Clarity contributes significantly to alignment.
As we move from setting the organizational direction into delivering on it, creating alignment remains important at every step.
Prioritization
Another key factor that contributes to organizational success is prioritization. The organizational direction (i.e. mission, vision, goals, and strategies) create the criteria, if you will, for prioritization. In any given timeframe, the organization must decide which strategic initiatives to pursue.
Although there are different ways to prioritize, the key is to make conscious choices about what we are going to pursue. And equally important, about what we are not going to pursue. For example, there are many different ways in which we can pursue growth. Are we going to pursue strategies to increase our market share within our current geographic region? Are we going to grow by expanding the geographic area that we serve? Are we going to create new products and services? Are we going to consider mergers/acquisitions as a growth strategy? These choices about what we are going to do and what we are not going to pursue, (and why!), are a vital part of direction setting and execution conversations.
As we move from direction setting into implementation of our strategic initiatives and plans, we must prioritize. As they say “if everything is a priority, nothing is a priority.”
Prioritization creates focused action. It allows us to make wise choices and then fully execute on them! Once accomplished then we can intentionally move on to the next priorities. So often I find organizations coming back to work (or re-work) on the same things again some months (or even years later) because they did not fully execute the first time. With too many things on their plates, they check things off as complete in order to move on to the next things. And then a similar “issue” or initiative by “another name” pops up because they didn’t fully achieve and anchor the box they checked off.
Intentional and effective prioritization is key to execution. I look for the “bowling balls” – the strategies or initiatives that will knock down multiple pins. For example, one of my clients has identified simply twelve strategies to achieve six overarching goals, because each carefully prioritized strategy is designed to achieve multiple goals at once.
Action Planning as a Part of Execution
A third differentiator that I see in organizations with a great track record of implementing is that they approach “action planning” as part of execution rather than planning. I call this Do-Plan-Do©.
In many organizations, plans are created and then leaders go out and try to convince, cajole, and sell the plan…why we must do this…will you help me…they face resistance and learn of obstacles all along the way.
In Do-Plan-Do action planning, we involve key contributors (and potential resistors!) early on. Together, while using collaborative planning tools and techniques, we draw out the insights, varied perspectives, and uncover potential obstacles in action planning. So, we are accomplishing “the selling” and the gaining of buy-in and commitment during the action planning.
Viewing action planning as the start of execution is a key to more rapid execution and long-term success.
Taken together, alignment, prioritization, and skillful action planning bolster execution.
High-performing organizations set and consistently execute on plans that deliver continuously, improving results needed for ongoing organizational vitality.
I was with one of my very best clients this week, and couldn’t help but reflect on what we have put into place to ensure that they deliver! Every year! Each strategic plan! …They did not get there overnight, but with careful attention to all of the things I shared in this and the last article, they have built a powerful engine for execution.
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Kathy Letendre, President and Founder of Letendre & Associates, advises organizations and leaders to create their excellence advantage.
Contact Kathy by phone or text at 802-779-4315 or via email.