From Strategy Activation to Business Execution

The value of closing the gap between strategy and implementation by truly motivating employees cannot be overstated.

But, how common is it that employees are not given a real opportunity to see the link between their own work and the strategies? How often do managers and executives fail to take the time to tell and explain why they make the strategic choices they do? What lies behind them? What do they see that makes them choose a particular tactic and direction? Why is it so difficult to tell everyone in a way and with a language that is clear, that creates curiosity, commitment and a willingness to start doing what is required?

A recent article in the Harvard Business Review, How to Excel at Both Strategy and Execution (hbr.org). makes the case for the critical importance of communication and offers practical tips.

By framing strategies in more "human terms" - for example, in terms of the skills and competencies needed to strengthen the company's business - the company can create the conditions to develop its employees in the right direction. It's about showing how what each person can do, does and contributes fits into the overall strategy.

Leaders have much to gain if the whole organisation is motivated to develop in line with the strategies. Success is based on specific skills coming together in a unique way to implement set strategies. The leaders who succeed are those who understand the value of investing in motivating and developing their people.

"It's amazing to see what happens in a company when you manage to unite the internal forces towards common goals," says Annicka Pärson, CEO of Involve Communication. "Over the years, we have had the opportunity to work with many companies where engaging communication, driven by committed leaders at all levels and directed to all employees, has been an important part of the recipe for success. This is particularly evident in growth companies with a tangible change agenda."

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