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Corporations develop very inspiring strategic plans from time to time. They set Big Hairy Audacious Goals (BHAG) in the process. These BHAG are most often eye catching, with BIG words that awe readers and those who are tasked with implementation. These wording are supposed to be interpreted by the employees in order to implement them. This is where strategy implementation starts to fail.
The strategic plans generally cover the following aspects of the company;
Visions describe aspirations of the company in the future. It is an imagined state of the future company when the strategy has been successfully implemented.
Missions are statements of WHY the organization exists. It drives daily behavior and culture of the organization. The wordings are sometimes confusing and makes strategy.
Core values are principles or beliefs that the organization views as of central importance. They dictate behavior of employees in an organization. They are supposed to aid achievement of the corporate mission. However, you will most often find organizations throwing in words simply to fill the core values list. They do not think about the impact and consequences of having those words there.
The above fundamental aspects and pillars of strategy are often taken for granted by the corporate stakeholders. They are however major determinants of strategy implementation success or failure.
By developing strategy, the board and management of the organization are simply saying that the two, three or four objectives set herein shall be achieved based on the current assumptions made. When the environment changes, the goals should not change but the organization should just adjust strategies to achieve the goals. It is the agility of the organization that propels it to maintaining a high goals achievement culture even when the earlier assumptions fail to materialize or change.
Top organizations share the most powerful, hard to replicate and sustainable competitive advantage – A Winning Culture.
“Tell me and I forget. Teach me and I remember. Involve
me and I learn.”
The winning culture is derived from involvement. The reasons many transformations fail is because;
1. Managers and work teams don’t know the goal. 15 % of employees know their corporate goals. Most either don’t know or there are no goals.
2. Managers and teams don’t know what to do to achieve the goals. What critical activities provide the greatest leverage to achieving team goals.
3. Managers and work teams don’t keep score. Either they don’t know what key measures of success are, or they don’t measure and track the specific behaviors that lead to goal achievements.
4. Managers and wok teams are not held accountable for results. Less than 10% of employees meet with their manager at least monthly to discuss their progress on work goals.
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