The Strategy Implementation Cycle? & 5 Essential Considerations for Successful Execution

In this article, I start by sharing 15 reasons why strategy execution could fail and why most implementation fails miss the mark. I share my solution on addressing the organization's implementation culture in terms of addressing mindset and habit changes. I then summarize the 5 Essential consideration for building a high-performing leadership team for implementation. I finally share the Strategy Implementation Cycle? model.

Why strategy implementation can fail

Strategy execution or implementation can fail for various reasons, and it's often a complex interplay of multiple factors. Here are some common reasons why strategy execution may not succeed:

1. Lack of Clear Strategy Design: If the initial strategy is unclear, vague, or not well-communicated, it's challenging for employees to understand what needs to be executed. Ambiguity in objectives and goals can lead to confusion.
2. Poor Communication: Ineffective communication of the strategy and its objectives can lead to misunderstandings, misalignment, and lack of commitment from employees. Everyone in the organization needs to understand their role in executing the strategy.
3. Resistance to Change: Employees may resist changes required to implement the strategy, especially if it disrupts their routines or job roles. This resistance can be a significant barrier to successful execution.
4. Lack of Resources: Adequate resources, including budget, skilled personnel, and technology, are essential for implementing a strategy. If these are insufficient or misallocated, execution can falter.
5. Inadequate Planning: Execution requires a well-thought-out plan that outlines specific actions, timelines, responsibilities, and milestones. Without a solid plan, execution becomes ad hoc and less effective.
6. Poor Leadership: Effective leadership is crucial for strategy execution. Leaders must not only set the direction but also inspire and guide their teams throughout the process. Ineffective or absent leadership can lead to execution failures.
7. Siloed Leadership (Lack of Cohesiveness): Leaders not working collaboratively is one of the main reasons of strategy implementation challenged. Leaders need to build cohesiveness among themselves and learn to be a team with each other, not just represent their own units.
8. Culture Misalignment: If the organizational culture does not support the strategy's goals and values, it can hinder execution. Cultural barriers may include resistance to innovation, risk aversion, or siloed thinking.
9. Lack of Accountability: When there's no clear accountability for specific tasks or outcomes related to the strategy, execution can stall. Accountability ensures that individuals and teams take ownership of their roles in achieving strategic objectives.
10. Changing External Factors: Sometimes, external factors such as shifts in the market, economic conditions, or regulatory changes can disrupt strategy execution. Organizations need to be adaptable and responsive to these changes.
11. Inadequate Performance Measurement: Without proper Key Performance Indicators (KPIs) and mechanisms to track progress, it's challenging to assess whether the strategy is on track or needs adjustments.
12. Scope Creep: Adding too many objectives or initiatives to the strategy can overwhelm resources and dilute focus. Keeping the strategy streamlined and focused is essential.
13. Lack of Flexibility: Rigidity in sticking to the original strategy, even when it's clear that adjustments are needed, can lead to failure. Strategy execution requires the ability to adapt and pivot when necessary.
14. Competing Priorities: When employees are inundated with multiple competing priorities, the strategy may take a backseat. Clear prioritization is essential.
15. Insufficient Training and Development: If employees do not have the necessary skills or knowledge to execute the strategy, it can lead to underperformance. Training and development programs can address this issue.

How to make Execution / Implementation Better - Work on the culture, mindsets and habits!

Many organizations view action planning as a linear checklist and project management exercise and they miss the most important organizational need in implementation. I want to highlight that the true key to successful strategy implementation lies in the culture, shared mindsets, and habits and supporting the leaders throughout the implementation with strong facilitation and coaching skills.

To over come these challenges, I have developed the Strategy Implementation Cycle?. This dynamic approach is rooted in i) transformative learning theory, drawing inspiration from ii) performance coaching and iii) team coaching literature.

This approach is a facilitative and coach-like approach to Strategy Implementation which centers on the synergy between team action plans and team meetings, as well as individual action plans. This methodology equips strategy consultants, facilitators, coaches to work between the team action plan and provide 1:1 coaching support to leaders.

In the strategy implementation work I do, I bring a lot of educational parts on mindset and habit development. Developing the right mindset lays the foundation of a successful implementation process. Here are some essential considerations for building the right implementation mindset.

5 Essential Leadership Considerations

Embarking on a strategic planning process requires more than just a roadmap; it demands unwavering commitment and alignment from leadership. Here are five crucial areas where leaders need to foster harmony before venturing into strategic planning:?

?? Alignment: Before setting sail on a strategic journey, leaders must ensure the entire leadership team is on the same page regarding the overarching strategy. Additionally, it's essential to examine whether business unit strategies are interconnected or operating in isolated silos. True alignment is the foundation of a unified and potent strategy.?

?? Cohesion: Cohesive teamwork is the fuel that propels strategic plans forward. Leaders must work cohesively to drive the plan's execution. This entails advancing initiatives collectively and avoiding isolated efforts that could hinder progress. A synchronized approach ensures that the organization moves forward as one formidable force.?

?? Communication: Clear communication is the compass that guides strategic planning. Leaders should communicate transparently with one another and the entire organization. Vital decisions and directions must be accompanied by well-explained rationales. This not only enhances understanding but also cultivates trust and commitment across the board.?

?? Role Modeling: Leadership extends beyond words; it's about actions and examples. Leaders must embody the right mindset and habits, reflecting the desired organizational culture. By holding themselves accountable and demonstrating commitment, leaders inspire teams to follow suit and embrace the strategic vision wholeheartedly.?

?? Inclusion: Inclusive strategic planning broadens perspectives and enriches outcomes. Leaders should consult stakeholders, including employees, and genuinely listen to understand diverse needs and possibilities. This inclusive approach fosters innovation, promotes a sense of belonging, and creates a strategy that resonates with all.?

The Strategy Implementation Cycle?

The Strategy Implementation Cycle is a continous, on-going, circular process of working with a team on the team/collective action plan and supporting the individual leader on their action plan. The movement between the individual and the team is where most of the disconnect occurs. Lack of trust and communucation skills then perpetuate and increase the gap in alignment. The objective of this model is to help strategy & implementation consultants sharpen their facilitation and coaching skills and support their clients during implementation.

Acknowledge Dilemmas - Instead of avoiding dilemmas, build a common language and practices on how to define dilemmas together. Learn to stay in the dilemma and look at from different points of view. Acknowledge the different needs. Builds leaders understanding of complexity, systems thinking, paradox mindset, applied EQ, understanding and mapping different needs.

Reflect and Have Dialogue - Bring in "moments" and "circles". Allow for moments of reflection, moments of pen and paper thinking or just a moment of pause in meetings. Build inclusive facilitation practices into your meeting dynamics with circles. Learn how to address the elephants in the room by constructive confrontation, disagree & commit, radical candor practices.

Distill Learning, Insights, and Actions - Before jumping into actions, be sure to acknowledge learnings and insights captured. This process helps leaders understanding each other better, role model a culture of learning. For actions use accountability circles where participants get to summarize their take-aways instead of someone telling them what to do.

This implementation is an ongoing cycle where the Strategy & Implementation Consultant supports the leaders team and the leaders individually. The same format continues with 1:1 sessions. Our Strategy & Implementation Consultant program shares further interventions and develops a toolkit for working on mindsets and habits.

Interested in Becoming a Certified Strategy & Implementation Consultant? (CSIC)

At Strategy.Inc, our implementation consulting and coaching cycle goes beyond the conventional approach. We're all about turning your strategy roadmap into a dynamic tactical action plan while fostering high-performing team dynamics and cultivating positive mindsets and habits, both in individual and team settings.

But that's not all. Our commitment to a non-traditional approach extends to every aspect of strategy design, formulation, and implementation. We pride ourselves on being inclusive, human-centered, and dedicated to your team's development. Check out https://strategy.inc for more information. Join our newsletter and follow us on LinkedIn. Thank you.