Successful strategy implementation – A framework for Middle East organisations

A majority of organisations in the Middle East, both government and private, are now focussing heavily on strategy development as they move to support the realisation of national development plans. Strategy development is often undertaken by a relatively small group within the organisation, typically consisting of senior executives and strategic planners, and often supported by large external consulting resources.

However, as observed by Professor Robert Kaplan, founder of the balanced scorecard approach, a plan is just a plan until it is implemented. Repeated surveys show that often less than 20% of organisations effectively implement their plan and achieve the desired results.

Strategy implementation requires the engagement of all managers and employees within the organisation and depends on creating a ‘strategy-focussed’ environment. This requires a coordinated set of activities and the deployment of a number of supporting tools.

Key components of successful strategy implementation include:

1)????? Developing strategic themes and creating strategy maps that ‘operationalise the strategy plan’ into key business objectives

2)????? Establishing the key ‘drivers’ of strategy success i.e. those actions that we must focus on today in order to achieve the future outcomes planned within the strategy

3)????? Preparing a process to cascade strategy to each functional area so that departmental objectives are fully aligned to the broader strategic plan

4)????? Setting 90-day work packets that ensure urgency and ‘agile’ delivery of the plan

5)????? Establishing a framework for identifying and prioritising key strategic initiatives

6)????? Reviewing and aligning employee performance management and development to deliver better alignment of personal goals and raise employee engagement and commitment.

7)????? Aligning workforce planning to the strategy – both in terms of numbers and potentially changing skills needs

8)????? Establishing a new framework for budgeting (OPEX and CAPEX) where strategic expenditure is clearly delineated from ‘business as usual’ cost management

9)????? Building a framework of strategic KPIs to monitor strategic progress

10)?? Redesigning strategic performance reporting to address ‘key business questions’ underpinning the strategy

11)?? Developing a new framework for executive monthly and quarterly review meetings

12)?? Building a communication plan that constantly reinforces strategic priorities throughout the organisation

13)?? Establishing a Strategy Management Office to coordinate the diverse activities of strategy implementation and provide a business analysis function in support of the executive team.

Many organisations fail to recognise the breadth of work required to deliver on the above. In many organisations, there simply isn’t a coordinating function with the mandate to deliver on these diverse process areas.

Better strategy implementation planning is required to created an operating model for the organisation that can ensure effective strategy realisation.

For more information, contact Nigel Penny on Whatsapp at +44 7460563036, or email: [email protected] ?

The author: Nigel Penny is a strategy and performance management consultant with over 35 years international experience. He works globally with major private and public sector clients and has undertaken consulting assignments in over 35 separate countries. He is an ex-partner at KPMG and ex Vice President of Balanced Scorecard Collaborative. He runs workshops in strategic planning providing both training and strategic intervention consulting. ????