Six More Barriers to Strategic Plan Execution

The next list from HBR is the six mistakes that can derail your attempts to change. Thanks to Reynolds Consulting for this (and their comments embedded.)

1. Cautious management culture. In my work I have found that the vast majority of things that hold companies back from change is their current business model and belief systems–internal factors within their control. You can change if you want to.
2. Business as ususal process management. If business is at full capacity where do you find the resource to change? Start a stop doing list and keep track of all the things you do that don’t add value–keep it posted and add to it regularly and watch it grow! That alone is a great source of opportunity to re-allocate old to the new!
3. Initiative Gridlock. It is important to identify how many initiatives you can reasonably do with your resources and do a few really well then a whole bunch marginally.
4. Recalcitrant Executives. Nooo! Nobody we know has that problem, right? I have often said if you aren’t part of the solution you are part of the problem. Executives have to manage that aggressively. It is their job to run interference for the people in the organization that have to get the job done so all can be held accountable.
5. Disengaged Employees: Ditto above except…it is really important to ensure they understand what is expected of them, get the chance to have early wins and feel they are doing valuable work. When that happens disengaged employees are rare.
6. Loss of focus during execution. Communication is a tool that can never be underestimated. It is often stated that it takes at least 7 times before someone really hears a message. Executives often think they have communicated until they are blue in the face–but you cannot overcommunicate—keep the end game visible, make the steps clear, help people focus on the current one, make successes important, and keep the conversation lively!

Top Ten Reasons Strategic Planning Initiatives Fail

During the past few decades numerous surveys have shown that between sixty and eighty percent of organizations fail to achieve the targets set in their strategic plans.¹ Those are not good odds and it begs the question, where does the strategic planning process fail?

Part of the answer may be found by asking ourselves "what is the strategic planning process" and what does "failure" mean?

Traditional strategic planning involves a facilitated session that results in some kind of documentation of the organization's Mission, Vision and Values, then the Objectives and strategies needed to achieve the objectives. These five elements are the key components to any strategic plan. Any organization who has developed these five things is far ahead of those who have not. They have clearly defined who they are, what they do, where they want to go and how they want to get there.

The problem is that even the most well developed strategy is not worth much if it is not linked to execution. I have heard of many strategic plans that, when complete, go immediately on the bookshelf only to gather dust until next year.

A successful strategic plan is one that not only lays out strategy for the firm, but that also includes an execution plan that is built into and linked to the strategic plan.

"If 90% of organizations fail to execute strategy, that's a problem" David Norton

So, if we look at the top ten reasons strategic plans fail, all of them have to do with the unmet needs of tying strategy to execution. Here is the list:

1) Organizations fail to "plan for planning". That is, they make assumptions about what a strategic plan should look like (e.g. the five elements), who should be involved, what the steps are, how long it should take, how much it should cost, and what the organization needs to know before it can embark on planning.

2) Organizations that use informal strategic planning. Informal strategic planning is typically a "business as usual" approach that may accompany development of the firm's annual budget. Formal strategic plans are not written down, but may be discussed at high levels in an ad hoc fashion.

3) Don't do the homework. In order to break out of the status quo, organizations need to do a significant amount of homework before strategic planning in order to understand where they truly stand in relation to trends worldwide, in their industry and internally to the organization.

4) Assume one vision for the future. A strategic plan that is a "forecast" for the future is bound to fail when that future fails to materialize. Nobody can predict the future consistently and with accuracy.

5) Don't communicate the plan. Some organizations are either lazy or feel their staff don't need to know the strategic plan. Others feel that the secrecy of the strategic plan is needed to protect proprietary ideas. Others don't realize the benefits of sharing the strategic plan not only with management and staff but suppliers, clients and others who do business with the organization.

6) Failure to align. If the strategic plan is written and lives in a bubble in the executive suite without being integrated into each and every employee's action plan, then the objectives in the plan are not likely to be carried out. Alignment harnesses the power of everyone working together towards the same goals. Alignment answers the WIIFM (What's In It For Me) question when employees understand their compensation will be based on measurable results of their actions towards achieving the organizations' objectives.

7) A culture of metrics. Metrics are the key to execution of any strategic plan. When properly based on benchmarks and baselines, metrics make the vague strategies in the strategic plan very explicit. Until specific measurements are identified and regularly carried out, most staff will not have any idea what the strategic plan is all about.

8) Continuous reinforcement of the plan. Change is difficult and people tend towards their comfort zones. The changes that a strategic plan demand are not likely to occur during a single meeting to discuss the contents of the new strategic plan. The plan must be continuously reinforced during ongoing decision making processes, monthly metrics reporting, employee reviews, company newsletters and other media throughout the year.

9) Organizational Structure. What if your strategy is to streamline operations by eliminating silos around product lines? If you don't make part of your strategic planning process include organizational restructuring to match the strategy then the strategy will fail.

10) Competencies. Organizations have competencies and the individuals within them have competencies. During times of change you will need to perform a gap analysis to understand the gaps where existing skillsets do not meet the skills needed to execute the new strategies. Without employee development and/or strategic hiring, your strategy will fail.



¹ The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Robert S. Kaplan, David P. Norton. Harvard Business Press, Boston, MA 2008