Obstacles and Solutions to Strategy Implementation

Every manager tells their subordinates to ”stop by anytime and let me know whenever you have any issues.” Executives tell the same thing to their group of managers. But can you really expect your subordinates to be honest about how they feel about the business and the planned direction of the company? Especially when it’s the same manager or executive that is ultimately responsible for the employee’s career path? Fostering a spirit of empowerment within a group of employees is oftentimes difficult but is ultimately necessary.

 What gets in the way of strategy implementation?

All too often, to implement change and successful strategies within an organization, leaders will kickoff with employee surveys, 360- degree feedback, and bringing in external consultants to engage in honest conversation with employees.  These methods are not only ineffective but also inefficient, and to the contrary lead to cynicism within employees.  Senior management might believe that these tactics promote successful strategy implementation, but task force managers disagree. 

The biggest hurdle to overcome when implementing successful strategies is keeping lines of communication open.  Employees often feel that being honest and truthful may compromise their job and hurt their careers (Beer & Eisenstat, 2004).  Furthermore, lack in communication leads to rumors and fears in the workplace.  This can have a negative impact on work and employees can feel like they are not part of a decision making process (Frost, 2014).

There also might be a lack of consensus and employees are not on board with the strategies that are being implemented (Frost, 2014).  This often leads to resistance and disgruntled employees. 

What can the leadership team do to effectively implement strategies?

Strategic Fitness Process. There is a strategic fitness process that was designed to help leaders engage their employees in honest conversation, with the hopes of implementing strategies without running into the hurdles discussed above.  The biggest take away from this process is having dialogue move back and forth between advocacy and inquiry (Beer & Eisenstat, 2004).  There needs to be feedback and open conversation about the strategy, otherwise management will fail with implementation.  Organizations are not managed with an iron fist.  There needs to be an ebb and flow of dialogue.  This back and forth needs to be structured and meaningful.   The issues that really matter need to be discussed.

Transparency. Furthermore, honesty and transparency is vital when implementing strategies.  Employees need to know that their voices are being heard and that their information is kept confidential at the same time.         

Focus on Action.  Pick a starting point, designate a team, and follow through on deliverables before target dates.  It is easy to just converse about strategy and forgo the execution.  Do not let hurdles prevent implementation.  Think of hurdles as a platform to re-group and discuss issues (Neilson, Martin, & Powers, 2008).

Empowerment. Most importantly, focus on empowering individuals and knowledge sharing.  The more informed people are, the better decisions can be made.   Keep in mind that strategy implementation is not short-term, it takes time and effort to successfully implement strategies within an organization.          

                     

References:

Beer, M., & Eisenstat, R. A. (2004). How to Have an Honest Conversation About Your Business Strategy. Harvard Business Review, 82(2), 82-89.

Frost, S. (2014). Barriers & Challenges to Change Implementation. Retrieved from http://smallbusiness.chron.com/barriers-challenges-change-implementation-30842.html

Neilson, G., Martin, K., & Powers, E. (2008, June 1). The Secrets to Successful Strategy Execution. Harvard Business Review. Retrieved from https://hbr.org/2008/06/the-secrets-to-successful-strategy-execution