4 steps to solving problems of strategic change

(And securing your license to operate in the process)

Playing chess

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Strategy execution very often fails because of alignment problems. If the strategic vision is not translated into an operating model and a way of working, executive managers have a hard time defining concrete targets for their managers and KPIs to measure their success.

To change or improve the way of working across multiple functions, process ownership must be in place, and end-to-end targets and KPIs must be aligned with functional targets and KPIs. To analyze and define new ways of working, teams of subject matter experts need to collaborate, balancing business, compliance, financial, customer and other requirements. Ensuring that people understand and execute a new way of working, requires making it available in an easily consumable and accessible way and tracking if it is being adopted.

Continued monitoring the execution after roll-out is important to catch drift and non-compliances and to identify further improvement potential. Together, these steps are part of well-managed process that allows organizations to implement change in any drop size or pace.

In this paper you will learn:

  • Why do strategy executions fail so often?
  • What can you do to avoid this kind of failures?
  • How can you drive adoption in your organization through alignment of enterprise resources?