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The value of a good strategy is only known when implementation its completed effectively. For many companies, the issue of implementation is a re-occurring decay on the businesses growth as it continues to fail to reach its deliverables.

Strategy can fail in implementation for a number of reasons including:

  1. Failing to determine how much the business will have to change in order to implement the strategy;
  2. Failing to analyse the formal and informal structures and processes of the business to identify all aspects of the change required;
  3. Failing to understand the “culture” of the business and their resistance to change;
  4. Selecting an inappropriate approach to implementing the strategy;
  5. Selecting an inappropriate leader for implementing the strategy and evaluating the results.
  6. Failure to predict the time and challenges implementation will encompass;
  7. Allowing other projects to distract attention and priority possibly causing lead resources to be diverted;
  8. The basis upon which the strategies were formulated change or were forecast poorly.

Each of the points are not mutually exclusive and must be considered simultaneously for strategy implementation to succeed.

For many companies strategy encompasses the activities of the sales organisation and marketing. These two areas often have the highest transparency of success or failure as they can be seen from the outside and internally. The implementation of strategy involving these two contributing areas requires careful management and leadership.

Problems of successful implementation centre around how well or badly the existing business responds to change and how adequate their reporting proves to be. Any strategy requires change

To counter these problems Adele Crane suggests the following:

  • Allocate clear responsibility and accountability for the success of the overall strategy implementation project to a single person and provide them with the necessary resources;
  • Keep the project a priority to the business by limiting the number of strategies pursued at any one time that affects marketing and sales;
  • Have a well-documented clear plan identifying actions to be taken to achieve the strategic objectives;
  • Determine the milestones or significant intermediate progress points before commencement and put some timelines around them;
  • Install the right key performance measures to be monitored throughout the life of the strategy project, and create an information system to record progress;
  • Ensure the implementation is sustainable in the culture of the company.

Excellent strategy formulation does not guarantee your successful strategy implementation. The one pivotal point defining success and failure will be the selection of the leader of your implementation. A good leader delivers and an average leader gets lost on the path and fails to complete what is required. An average leader can derail many other parts of the business as the path forward corrupts other initiatives undertaken by the company that relies on marketing and sales success.

The selection of the leader can be bound in emotive interests, loyalty in a desire to have the least disruption during the implementation. Those points alone are red flags of potentially poor decision making that will affect the outcomes.

In this eBook, Adele outlines how to select the right person for strategy implementation when the change is a disruptive element that needs to be managed correctly.

AC eb03_ctoIf you would like to discuss the implementation of your strategy, potential challenges and solutions, please reach out to the office and organise a 30-minute initial conversation with Adele.

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