responsible for the project then set out to identify other firms, mostly in noncompetitive industries, that were likely to have faced similar challenges. Some of these firms were identified quickly by queries to the advisory panel, while others required some research and networking. Once they had identified such firms, members of the implementation team were tasked to visit
with individuals in these organizations, and complete a quasi-benchmarking effort to learn from their experiences. Through that process, the uncharted waters became much more real, and the implementation team built an inventory of great insights as to what to watch for and what had helped these other firms in dealing with such challenges. The learning that emerged
from these discussions was then incorporated into both the implementation process itself and into the monitoring process associated with the project. As it completed these benchmarking efforts, this firm also shared what it had learned with its advisory panel, and brought them back twice during the implementation project to provide an experienced perspective on progress
Most strategy implementation projects involve sailing into uncharted waters
24 | BE americas