Celebrating Beyond Strategy 2nd Anniversary and Launching the ebook11

Tips for Leaders

on Implementation

We have been fortunate enough to

present our message

around the world.

You really can’t see the Great Wall of China

from outer space nor Beyond Strategy!

Conquering Paris was no

mean feat!

Reykjavik in Iceland was a cold experience but a warm welcome.

Speaking in Turkey was a Turkish delight.

Implementing strategy is harder than creating it. Of every 10 strategies, 9 fail to be implemented successfully. The challenge for

leaders is to take the effort and time they spend crafting the strategy and at least double both when they craft the implementation.

Bridges Rule:

1to2X

(what ever time, effort and energy went into crafting

double it for implementation)

1. Focus on both crafting and implementing strategy

Presenting to the Queen but the gates were locked (and guarded).

Leaders must identify what needs to be done and in which order.

Although it is not unheard-of for two organizations to have the same strategy the implementation of the strategy is unique and leaders must identify what needs to be done under the specific conditions their organization faces.

They must then lead staff members to perform the required behaviors and actions.

2. Identify the right actions

The next billboard on 42nd street … (no expense spared).

Implementation never goes according to plan.

Customer expectations shift, markets move, products change and employee turnover fluctuates; these are just some of the factors that mean what is planned in the boardroom is never what happens in the implementation.

3. Adapt and amend the strategy

Going down under, it was not easy to sell in the Outback, but we still tried.

Leaders must step back from the day-to-day business and take the time to assess the strengths and weaknesses of the organization against the eight the eight areas of excellence for execution. They then identify the specific actions that will drive the implementation forward, as it is the actions that are taken every day that move you either closer to your strategy or further away.

.4. Conduct a strategy implementation readiness assessment

Presenting in Indonesia was colorful and wonderful.

Leaders must sell the strategy to staff members as they are the ones who must buy into it. This is a paradigm shift for many leaders. In most implementations, leaders delegate the responsibility to their staff members without proper support, encouragement and the appropriate tools and techniques. Leaders then sit back and expect the implementation to be carried out effectively!

The leader’s role is to engage staff members so that they become engaged in the implementation.

5.Consider staff members as strategy customers.

Speaking at the twin towers in Kuala

Lumpur is like being on top of the World.

By focusing on Mavericks (the 20% of people who are positive about the change and adopt it) the organization generates traction from early wins that can be shared and celebrated with the rest of the organization. Remember, the odds are stacked against you before you even start.

7. Focus on the Mavericks

The blazing heat of the Gulf was not always a day on the beach.

When leaders present the strategy to the Board it is naturally a more left-brain argument supported by projections, graphs, and a

strategy paper. Taking the strategy to the whole organization requires a more right-brain argument, supported by an internal branding that captures the essence of the strategy in images and taglines. Leaders often seem to follow an unwritten rule that the more confusing the strategy the better it is!

8. Brand the Strategy

Romancing India

audiences at Taj Mahal (and

my lady).

It is important to shift the focus in communication from creating awareness of what the strategy is about to explaining the goal of the communication, to making sure everyone knows the strategy, knows what to do to implement it and is motivated to do it. Achieving this shift entails a complete repositioning and change in

communication objectives and positioning. Leaders must be the Voice of the Strategy, speaking about it at every opportunity.

9. Become the Voice of the Strategy

Translated into Farsi and selling fast.

Leaders must adopt a balance between new and traditional media to communicate the new strategy. The balance will depend on the make up of the audience. If most of the staff members are addicted to Facebook, then you need to blogging and sending more tweets, blogs and writing on their wall.

When adopting new media consider how your staff members communicate outside work.

10. Balance New Media and Traditional Media

Angkor Wat asked “what implement?”

Leaders are responsible for ensuring that the organization stops measuring the old strategy and puts in place new measures for the new strategy. One of the best ways to do this is to adopt a Strategy Map and the Balanced Scorecard.

11. Change the Strategy, Change the Measures

Not yet translated into Thai.

Returning to Scotland to present our research was an honor and priviliege.

Home sweet home.

Seven years on, Bricks to Bridges is still on Amazon best selling list and being presented at Raffles Hotel in Singapore.

For your support

www.bridgesconsultancy.com

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