Phase Four: Executing and Adapting the Strategy
The final phase of the strategic process involves executing and adapting the strategy. This phase is arguably the most critical part of the process, as it is where the rubber meets the road. An excellent strategy is only as good as its execution, and it is essential to have a clear plan for effectively implementing it.
As a member of the leadership team (no matter the size of the company), you must vocalize and convey the company’s strategy with clarity and be in sync with the rest of the leadership team, as line management needs direction and guidance; they’ll need answers and focus for success. The most effective approach for a twenty-first-century workforce is an organic conversation that becomes a two-way dialogue with uncomfortable talks. The strategy is only as strong as its leaders rally behind it—think inclusion and being intentional.[i]
Strategy spoken with clarity is storytelling at its finest, as it communicates the careful planning taken, the upward climb with the tools and resources to be successful, and the urgency needed among your team. Why? You are painting a blank canvas with broad strokes and asking for guidance on areas that must be better shaded, but most importantly, if they disagree with you, they need to tell you so you may recalibrate.[ii] As you lean into your strategy story, three things will become crystal clear: your strategic intent, mission, and commitment.
To execute the strategy successfully, the organization must ensure all stakeholders are aligned and committed to achieving the strategic goals. Execution includes ensuring employees are trained and equipped with the necessary skills and resources to execute the strategy effectively. It also involves a robust communication and feedback system to ensure everyone works towards the same goals. In addition to execution, the organization must be prepared to adapt the strategy as needed. For example, as the market and the competitive landscape evolve, the organization may need to adjust its strategy to remain competitive—ongoing monitoring and analysis of the market and competition to identify emerging trends and threats.
Almost to the end, proceed to the fifth and final post on HR Strategy; you got this!
-------
If you need to bring in an executive-level HR Business Partner to help upskill/train your employees, our Chief People Strategist Jon Orozco, MBA, SHRM-SCP. 🍊 can help; check out the services we offer for the fractional work of an executive. Feel free to share this article with any co-workers/friends who can benefit from it- sharing is caring!
[i] Groysberg, B., and Slind, M. "Leadership Is a Conversation." Harvard Business Review 90, no. 6 (June 2012).
[ii] Hamel, G. and Prahalad, C.K. “Strategic Intent.” Harvard Business Review (March 2018)
Comments