Strategy implementation: The key to success
The gap between strategy development and implementation
Companies invest considerable resources in the development and implementation of complex strategic processes. Yet many strategies fall short of expectations in terms of their effectiveness. The reasons for this lie not only in the strategy development phase itself, but often, and above all, in the inadequate operationalisation and mobilisation of the strategy once it has been developed. There is frequently a mismatch between the resources invested in strategy development and the actual results achieved following implementation.
We help companies bridge this gap by offering bespoke support at three levels:
- Strategy coaching for strategic decision-makers
- Strategy facilitation for top management teams
- Strategy dialogue for the entire organisation
These approaches combine our extensive experience in strategy consulting with a deep understanding of change management. This enables us not only to develop ambitious strategies tailored to the company, but also to foster the commitment of key stakeholders to their implementation.
What sets the ‘undconsorten’ approach apart?
undconsorten bridges the gap between a developed strategy and its successful implementation. Through strategy coaching, strategy facilitation and strategy dialogue, we clarify objectives and priorities, align the leadership team and engage the organisation in the implementation process. In this way, strategy is not merely adopted, but translated into concrete decisions, effective action and sustainable results.
Top 5 ‘Strategy Killers’ – Why strategies often fail
Vaguely worded strategies with conflicting priorities lead to confusion and a lack of alignment within the organisation. Both a top-down and a laissez-faire management style can result in decisions not being made effectively, which makes it difficult to implement strategy. An ineffective senior management team can block key initiatives and strategic decisions, thereby delaying implementation across the organisation. Similarly, poor vertical communication means that information and strategic objectives are not adequately communicated to all relevant levels. Finally, a lack of coordination between functions and departments impairs collaboration and the integration of processes, which reduces the effectiveness of strategy implementation.
Factors contributing to the success of strategy implementation
In order to bridge the gap between strategy development and implementation, certain prerequisites must be met:
- Clearly defined key questions in the analysis
- Focus on the most important value drivers and objectives
- Translation into clear actions, as well as specific prerequisites and criteria for success
- Aligned senior management and committed middle management
Availability of the necessary implementation skills and resources, process adjustments and incentive schemes in line with the strategy, and the engagement of frontline managers
The path to success: striking the right balance for your strategy
Successful strategy implementation requires a balanced approach that takes various levels into account. It is crucial to strike a balance between top-down and bottom-up input. A strategy should be capable of driving radical change whilst also allowing scope for evolutionary adjustments, so as to be able to respond flexibly to new challenges. Internal perspectives must be taken into account just as much as external factors.
Our experience shows that a successful strategy is not based solely on hard facts and data, but must also take into account soft factors such as team dynamics and an open culture of feedback. Whilst clear instructions and a strong leadership team are essential, the quality of implementation is significantly improved by involving the entire organisation in the development process. This integrated approach not only promotes acceptance of the strategy but also ensures that it can be implemented sustainably and successfully.
Successful strategy implementation requires a balanced approach across various levels:
- Top-down vs. bottom-up
- Radical vs. evolutionary change
- Internal vs. external perspectives
- Hard facts vs. soft factors
Three approaches for three target groups
Strategy Dialogue
For the organisation as a whole, to communicate the strategy at all levels, to rally support and to implement it successfully.
Strategy Facilitation
We help management teams that need clear direction and effective collaboration to make the right strategic decisions.
Strategy Coaching
For senior decision-makers responsible for strategy development, we offer tailored support to help them clarify their strategic position and strengthen their leadership skills.
Strategy Coaching
Managers face constant change and challenges, whether this is due to joining a new company, taking on a new role or strategic shifts within the organisation. To be successful, they must continually adapt their strategic position and set clear objectives. However, this process of adaptation is rarely straightforward and cannot always be managed alone.
The challenge of self-assessment
In the hustle and bustle of everyday life, it is difficult to clearly define one’s own strategic position. Often, our own preconceptions and blind spots prevent us from making the right decisions. This is where strategy coaching comes in. With the support of an experienced coach, leaders can refine their position and develop clear, actionable strategies.
Strategic coaching as a structured process
Strategic coaching begins with the definition of objectives and concludes with a clear action plan. Between these two points, intensive strategic sparring takes place, during which executives work on key strategic issues in order to refine their own agenda. The focus is not only on external conditions, but also on the coachee’s personal development and leadership style.
Success through coaching
A specific example illustrates how coaching enabled a manager, who suddenly found himself in charge of a complex strategic project, to deal with difficult stakeholders. The coaching helped him to identify options, develop strategic scenarios and clearly articulate his position. This led to the successful implementation of the strategy and convinced the board that they were heading in the right direction.
FAQ section on strategy coaching
Strategy Facilitation
The importance of a cohesive management team
It is widely recognised that alignment within a company must start with the leadership team. Only a shared understanding of the strategic direction and effective collaboration enable the leadership team to implement the strategy successfully. Yet, despite this realisation, many management teams fail to do so, particularly when faced with complex challenges such as mergers or restructuring.
Why teams often fail
In challenging times, when differing personalities, past conflicts or differing perceptions come into play, it becomes difficult for management teams to hold productive and results-oriented discussions. This often leads to distorted perspectives and tactics-driven decision-making. In such situations, external sparring partners and targeted facilitation can be crucial in helping the team step outside its comfort zone and develop a focused, forward-looking strategy.
Different teams, different approaches
Every team has its own dynamics. Whether it is a high-performing team, a dysfunctional team or a solid team – each requires a bespoke approach. This is where we offer the right support to take teams to the next level.
- High-performing teams: These teams are already well-aligned and capable of shaping their own strategy. However, even they can benefit from external coaching to raise the bar and further optimise their collaboration.
- Dysfunctional teams: These teams cannot work together effectively when personal conflicts stand in the way. Only by restoring trust and improving collaboration can they develop a successful strategy.
- Solid teams: The majority of teams fall into this category. They generally work well together, but simmering conflicts often hamper decision-making. Through targeted interventions, these teams can improve their collaboration and reach clear strategic decisions.
Successful teams and the right ingredients for implementing strategy
To make the right strategic decision, all team members must pull together. Effective collaboration and a strong commitment are essential. Here are some key elements for success:
- Fact-based approach: We bring strong, fact-based input – such as a detailed analysis of business figures – to the discussion. In this way, we help teams refine strategic options and make well-informed decisions.
- Building a cooperative team culture: The ‘soft’ aspects of collaboration, such as trust and transparency, are crucial. We use tools such as in-depth interviews, team diagnostics and quick online surveys to create a clear and transparent picture of team dynamics.
- Careful facilitation: Detailed planning and the selection of the right workshop formats ensure that the strategy process remains efficient and focused. We enable teams to develop their own strategy without having to rely on a traditional strategy project.
FAQ section on a strong team and strategy implementation
Strategy Dialogue
Good strategies start on the front line
The implementation of strategies begins and ends on the front line of the organisation. It is only here that the crucial gap between strategy development and implementation can be bridged. The knowledge and perspectives of frontline staff are crucial to the success of a strategy. Although there are few situations in which strategy development should take place behind closed doors – such as in the case of mergers or major restructuring – in most cases it is essential to incorporate the organisation’s tacit knowledge from the outset.
The key: a process of dialogue between management and the rank and file
An iterative dialogue process that combines both top-down and bottom-up elements makes it possible to firmly embed the strategy in the mindset and working practices of the entire organisation. This process not only ensures a more informed and realistic strategy, but also fosters commitment amongst frontline staff. When frontline staff embrace the strategy as their own, they become significantly more motivated and proactive in implementing it.
Complexity arising from the involvement of the entire organisation
Involving all levels of the organisation in the strategy process increases its complexity, as more perspectives need to be taken into account. At the same time, however, there is also a greater risk of confusing or alienating staff if the process is not carefully designed. To avoid this, the entire process must be carefully planned and executed, much like an architectural design. Good design ensures that the right feedback loops are established between the front line and top management, and that the strategies developed are effectively communicated and implemented throughout the organisation.
Drawing on the wisdom of the masses
The art of a successful strategic dialogue lies in making effective use of the organisation’s collective knowledge. A strategic dialogue can be conducted through various formats, such as open platforms, semi-structured interviews or online jam sessions, in order to gather valuable insights from the front line. These insights are then integrated into the strategy process set out by senior management, ensuring that the entire organisation is involved in the process.
Genuine added value for the strategy process
Our experience shows that traditional strategy processes often fail to deliver the desired results, as they place too much emphasis on top-down approaches and alienate middle management. Through a well-designed strategy dialogue, we can help bridge this gap and embed the strategy directly within the organisation. In one specific example, 400 managers worked together on business cases and developed a new understanding of the company’s performance targets.
This approach ensures that the organisation’s ambitious strategic goals are aligned with its actual capabilities. Teams that are already mobilised can begin implementation without the need for additional pressure. This closes the implementation gap and significantly enhances the value of the strategy process.