The strategy execution gap
Strategic planning and business transformation are commonly identified as two separate endeavors – one is built in the boardroom, the other is completed at the ground floor.
Leaders routinely express frustration about what is termed the “strategic execution gap”— how the outcomes of transformation programs are hardly reflective of strategic objectives and seldom deliver on the transformation investments and value propositions.
At the execution level, where the strategy is rolled out to customers and stakeholders, employees complain that most strategies are vague, unactionable, or altogether misdirected. The result is strategic stagnation and lost opportunities.
We regard misalignment between strategic planning and business transformation to be a major barrier to achieving business goals.
Bridging the gap
Strategic execution considerations must be a key driver of strategic planning and operating model design
Phase 1 - Vision
Address market and competitive positioning, products and services, and customer related vision, goals and ambitions
Phase 2 - Transition target business & operating model
Define a detailed blueprint and plan that will maximize enterprise value , minimize operational risk and ensure a smooth transition to target state and beyond
Phase 3 - Transformation implementation
4 Digital & Tech
aStrategy Execution &
Create an effective framework for managing the transformation, ensuring that key stakeholders are aligned on strategic direction and objectives
bTransformation program office
cStakeholder engagement and communications
dSynergies and benefits realization
aStrategic plan must reflect organization maturity and “disruption appetite” while serving as a radical transformation agenda
Alignment between strategy and transformation therefore starts early and provides a realistic view of transformation requirements
bTarget operating model prioritization needs to be driven by a business case based framework – wherein a benefits to cost to complexity equation is applied in evaluating all transformation projects
cRelentless execution of the transformation plan Rigorous challenge and tracking of execution performance
dContinuous evaluation of business case vis-a-vis changing market and business realities