Strategy implementation

Focus here is to assist companies through change, stepped or incremental. The approach is to use structured techniques to implement the many different financial, operational and organisational components in an integrated way. Emphasis is on managing connections between related business areas to develop and enhance synergy and hence derive maximum benefit, post implementation.

Strategy Development Support

Support is provided here in acquiring relevant and meaningful external and internal information to facilitate the strategy development process. This necessitates a wide variety of analytical services: PESTEL Analysis, 5-Forces Analysis, Value-chain Analysis, Capability (Competency) Analysis, SWOT analysis and Market Research.

Strategy Mapping

Emerging strategic objectives, arising from the strategy development process, need to be ”clarified” or validated at this stage to develop a “roadmap” of how the organisation will achieve its ultimate goal and what benefits should result. Creating this “roadmap” requires linking strategic objectives, across the various business dimensions, to establish cause-effect relationships and identifying supporting initiatives. The result is a concise and holistic view of what the organisation needs to do and how it needs to do it. This would be the template for executing change within your organisation.

Strategy Alignment

With this corporate roadmap, we would work with individual business units (or departments) in aligning to it. Business unit leaders would have been involved in developing it. The roadmap would be overlaid onto business unit operations to highlight objectives each business unit needs to focus on. Business units will typically also have their own specific objectives to include and the result would be Strategic Business Unit roadmaps.

Strategy-implementation-cycleStrategy Cascade

The purpose of this stage is to engage the whole organisation in the implementation of the corporate roadmap. Having aligned corporate strategy across all business units, it becomes necessary to cascade (roll-out) it to all other levels of the organisation. Here, “rubber hits the tarmac” and strategic objectives are converted into operational goals, and strategic initiatives into operational tasks. Operational goals become further refined into personal performance objectives. Support would be required to manage (i) development and delivery of a communications plan to support the cascade, (ii) alignment between cost and revenue centres and (iii) a programme of projects to support strategic initiatives.

Personal and Process Alignment

Successful delivery requires focused attention. This means ensuring personal goals are aligned with business unit and corporate objectives, in line with existing performance management systems. Support is provided to (i) establish local objectives, (ii) align operational processes with local objectives and (iii) align personal objectives with process goals. These steps form the “glue” in enabling effective change.

Strategy Refinement

While all of the above stages are in progress, the external environment will not remain static. New and major external change requirements may need to be reviewed against the strategy and incorporated where necessary. Managing the program holistically, using the ”roadmap” will help identify the impact of such change. On completion of the implementation, it will be ensured that you have an operational framework to support such reviews in the future, and trained staff to facilitate them.