Assuming you have effectively answered the 4 questions that every business must continuously ask themselves during and after setting the company’s strategic plan and objectives:
- “Why” is it important to change now?
- “What” must improve & what will it mean to our business?
- “Who” will need to be involved in the execution?
- “How” will we achieve the stated objectives & how will we measure success?
Then the answer to your question is somewhat simple: You should focus on alignment and visibility.
From the high level strategic plan, a strategic plan must formed for each department and it must align with the company’s overall vision and objectives. Failure to align these plans to the overall vision and objectives of the company will stall or halt progress, Then the management tools must provide visibility of how day-to-day activities support the each department strategic plan and contribute to the company’s overall goals and objectives. Finally, there must be a concentrated effort by management to constantly monitor at both the strategic and operational level to ensure that decisions being made and projects being executed are aligned with the strategy.
What must be overcome is that many companies today are very reactive and focus on the next week, month or quarter. This causes them to lose sight of the long-term strategy. As a result, the strategic plan is no longer practical as progress will be obstructed. The most important part of a strategic plan is alignment and visibility. When the day-to-day management systems are not linked to the strategy then managers (and employees) are not considering strategy when they make decisions. In this case we cannot expect to see progress.
In conclusion, if the long-term strategy begins at the corporate level and if each department contributes their own long-term strategy which supports the overall business strategy and our daily activities are aligned and visible then it is likely an organization will see rapid change that is stainable over time.