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Implementation of a strategy requires tools Morten DybkjĂŚr and Jakob Truelsen, STRACT.

ABSTRACT. Everybody knows about strategy. Almost everybody has been attending a strategy session. At work. At the kindergarten. In the local sports club or somewhere else. So we all know about strategy. We all also know that it it not given that a strategy will lead to the desired results within the planned time frame. Why is that ? That is the theme for this article.

THE PROBLEM SEEN FROM THE TOP

obstacles that managers and employees experience every day. We call that for the "Change preventers". They are widely known also in other fields of our daily work, and are the collection of all the things that keeps on having focus on all the urgent - but not important tasks, at least seen from a strategic perspective.

CHANGE OF HABITS WILL HELP YOU - BUT YOU NEED A SYSTEM TO INCREASE YOUR SUCCESS RATE. We can to a certain extent, change that by changing our habits. We strongly suggest that. But to increase the chances of success we also recommend that the process of following the strategy implementation through is being automated. By automating parts of the process we can realize a number of benefits:

A number of researches has shown, that many companies faces problems in moving from defining strategy to implementing strategy. A 2004 a survey made by Fortune Magazine showed that only 10% of the interviews representatives from top- management actually thought that their defined strategies would be implemented according to #1 : The system makes sure we have an overview of status on their intentions. Furthermore as many as 95% of the interviewed the process, saving time for us, and there for ensuring that the employees answered that they did not time we use on the process is used on value understand the content of the strategy. FACTS: Almost 9 out of 10 top executives creating activities The survey also showed that the recognize the importance of strategy #2 : The system gives us an structure, that majority of the top managers (85%) only ensures that we do it the same way across implementation, but 2 out of 3 used less than one hour per month to business units, team and departments, which discuss the strategic development of their acknowledge that their company is ensures a standard businesses. Later surveys confirms this struggling to move from strategy #3 : The system can perform the follow-up picture. In a survey sponsored by PMI and tasks, reminding all participant about their formulation to implementing the brought in The Economist in 2013, 88% of deadlines and tasks. In that way you can win the participants recognize the importance strategy. the battle against the "change preventers". of strategy implementation, but more #4 : The system can help you instantly focus than 60% acknowledge that their company struggle to bridge on the most crucial part of your strategy implementation the gap between strategy formulation and it say-today project, by using KPIs to indicate if you are on or off track. implementation.

WHAT IS THE REASON ? Based on the two mentioned surveys, a number of reasons can be listed. Top three on the list are: #1 : Top management involvement in the implementation of the strategy is missing #2 : The companies that fail to implement their strategy, are the companies that do not allocate sufficient manpower to the strategy implementations projects. #3 : The strategy is unclear and not accessible for the employees in the organization The list of reasons is long, but it make sense to focus on the top three. One thing that seems quite obvious when you look into the top three points. And that is, that the none of the points are unfixable, they just need attention. And then we are at the heart of the problem, which is more a problem about dedication and prioritization. There is nothing that prohibits the work to get done, except all the daily life challenges and

CONCLUSION A number of surveys shows that companies lack sufficient focus and time to implement the strategy to realize the intention behind the strategy. This article suggest that the chances for implementing the strategy successfully can be increased by adding a tool in the process to help create a structure and to automate non value creating tasks for management. A system can help you win the battle against the "change preventers".


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