There is a much complained-about gap between strategy and results.
There is also a thriving consulting business in attempting to close that gap.
It has given rise to jargon, misnomers and other rubbish that thwarts the desired outcomes.
Executing strategy is actually executing the tactics that make up the strategy.
We implement strategy and execute tactics and we need to be clear about that difference, or risk keeping the gap.
The parts that matter are:
- Strategy – the bigger picture, the important ‘why’ and the milestones of achievement.
- Implementation – the roll-out (communication), support, logistics and accountability of the strategic aims.
- Tactics - the actionable elements of the strategy – the smaller detail of who, what, how and when.
- Execution – at the points of impact – the ‘who what when and how’ plus commitment competence and discipline in action.
- Planning – common in all phases including the reviews post phase for learning and improvement.
Clarity about these parts, the difference between strategy and tactics as well as implementation and execution, will help improve results and keep focus on what matters in each phase.
The other often overlooked aspect is who to have at what planning phase. Often strategy is designed without input from tactical leaders, and then we wonder why there is a gap.
Here’s who could be at each planning phase:
- Strategic phase – senior leaders (strategists), middle leaders (implementers), tactical leaders.
- Implementation phase – implementers, tactical leaders.
- Tactical phase - implementers, tactical leaders, execution team leaders.
- Execution phase – tactical leaders, execution teams.
- Review phase – all leaders.
Strategy is not a mystery nor necessarily complex, though it does require understanding of the parts and who should be involved.
What do you think?
