29. November 2010 16:38
Most managers drive strategies by looking in the rear view mirror. Critical management decisions are usually made based on aggregated estimates of interpretations of what has happened recently.
Reporting and feedback is not directly connected to what is actually being done for a strategy. Plus most people put a positive spin on a situation, especially if their performance is being judged.
To drive forward, a strategy plan is a good start. But little influence and control can be exerted without integrated, detailed action plans that tell people what they need to do, when and... [More]
22. November 2010 16:38
Participation in strategy implementation is generally low and ad hoc. This makes achieving a strategy goal uncertain at best. It is hard to understand why managers accept very high risks in strategy implementation that they would never accept in other areas.
This is a surprise when you consider the importance of most strategies to an organization, and peoples’ usually strong motivation to do a good job. Most people would do what they need to do when it needs to be done, if they only knew what to do, when and with whom.
So the solution sounds simple. Give all par... [More]
16. November 2010 12:15
Many organizations try to use project management to implement a strategy. But this is not easy. This article explores why strategy management methods are more effective for implementing strategies than project management methods.
A strategy usually requires people across an organization to change and align the way they do some things, so the whole organization benefits. In most cases, the strategy is identified in broad terms, with the detail to be planned and implemented by the people involved.
Most people want to know explicitly what they have to do to contribute to the s... [More]
5. November 2010 17:07
Strategy implementation is a costly process, because it usually needs people to work across many functional, cultural and process barriers to achieve the strategy goal. Who is involved, when, and how, largely depends on the strategy being implemented, so flexible solutions that meet peoples’ needs and reduce costs are rare.
The root cause of many costs is people not being able to bridge the gap between high level strategy tasks and what they need to do, when and with whom. Without knowing what to actually do, people are uncertain about how to contribute, so they usual... [More]