Came across the log post about strategy implementation and I think it’s a good one for consultants working with senior management teams. It goes along the lines of walking the talk.
“Strategic choice-making cascades down the entire organization, from top to bottom. This means that every person in the company has a key role to play in making strategy. Performing that role well means thinking hard about four things:
1) What is the strategic intent of the leaders of the level above mine?
2) What are the key choices that I make in my jurisdiction?
3) With what strategic logic can I align those choices with those above me?
4) How can I communicate the logic of my strategy choices to those who report to me?
If you as a manager can do the first three of these four, then you will own your choices and own your strategy. If you do the fourth, you will set up your subordinates to repeat these four things and thereby own their choices and their strategy, and pass on the task to the next layer of the company. If each successive layer assumes this level of ownership, the organization can make its bosses’ statement a real strategy rather than an empty slogan.”
I can personally say that these points are all very important to infuse into the culture of your company. Both from my Wells Fargo experience where these are deeply ingrained in the corporate culture to the smaller scale of my own company, clearly communicated strategy is the key.
When not only your direct reports, but your two downs are spreading the gospel, you will be successful.
If you need help getting your team to walk the talk, I’m happy to help.
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