From Strategy Sign Off to Execution Next Steps
Your strategy has been signed off by your manager, CEO or the Board. You’re ready to move forward.? What’s next?
You’re now committed to an innovative or ambitious new direction. You need to deliver. You’re naturally worried about execution risk. Concerned about how you will get your already-busy team on board.? You may be feeling a bit overwhelmed by the amount of work ahead of you.?
What are the first things you do as you go from approval of your strategy to implementation?
John called me with this same problem (details changed for privacy purposes). He’d got sign off from the CEO and now needed his team to execute a new digital strategy. But they looked at him blankly when he asked them to come back to him with plans. That’s when he reached out to me for external help.?
I worked with him and his team over a period of 12 months to turn the strategy into concrete results. They weren’t used to a strategy of this scope and scale. We started to create that PULL effect amongst the staff and stakeholders. I also coached the Program?Manger that John nominated to set up an ongoing execution approach. He gained a huge confidence boost as their plans came to life.? Delivering an early, strong ROI helped build further “PULL”, enthusiasm and momentum.
Created by Lisa Carlin X DALLE
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3 tips of what you must do once your strategy is signed off.
Whether you have a focused strategy on introducing a new innovation such as AI, a people-oriented culture change or a whole new corporate strategy, the first step is often the hardest.? These 3 tips apply to all types of strategies, and I hope will help you get started in creating a PULL effect in your business.??
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Quote of the week
“Overthinking —> Write
Uninspired —> Read
Scared —> Take one risk
Stuck —> Walk
Tired —> Sleep
Confused —> Ask
Frustrated —> Move
Burned out —> Day off
Impatient —>Review progress
Unmotivated —> Remember your “why”
By Greg Isenberg, entrepreneur
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Keep turbocharging ??????
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About Lisa Carlin
Lisa Carlin?is a Strategy Execution Specialist.??She works with business leaders to plan and execute their strategies in tough environments.??Her clients love having her expertise and guidance to navigate their workplace culture and use AI to achieve success.
Lisa created?The Turbochargers Hub, so leaders can master the art of strategic influence and generate momentum for organizational change.
Lisa is author of the globally acclaimed newsletter,?Turbocharge Weekly, read by 8,000 business leaders.
Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999.??Over this time she has delivered over 50 implementations with a 96% success rate.
The step between formulating a strategy and making it a reality is indeed often overlooked. I'd go as far as arguing that many strategies die at this stage before execution has even begun, for instance because resources are not re-allocated and the organisation actually keeps executing the old strategy. This was well articulated in McKinsey & Company's "strategy beyond the hockey stick". It seems The Firm's has even revised its strategy method to emphasize the importance of what it calls "mobilize for execution" (see below an exhbit form a recent McKinsey webinar)