STRATEGISATION - The Art of Mobilising people to Implement a Winning Strategy

When it Comes to Strategy – Do You Know what GREAT looks like?

  • The quality of a strategy can be divided into four categories – Good, Bad, Ugly and Great.

    A good Strategy can be made great by ensuring that you capture the hearts and minds of those who have to implement it. When the key employees, partners and suppliers are committed and engaged, you can then achieve Mobilisation. Mobilisation = ACTION! 

    The Five Key pillars of a Great Strategy:

    • Be brave – ask the tough questions: It’s critical to find out what the source problem is so you can put the right solution in place.
    • Avoid potential Barriers to Implementation: You need to understand the levels of resistance to lead change among key stakeholders: employees, shareholders, suppliers, and others you may be relying on for success.
    • Make Bold Choices: There are many choices to make when developing a great strategy – some decisions are easy, others not so much.
    • Create and Maintain a Competitive Advantage:  There are multitudes of sources of competitive advantage – the critical ones will change by industry. For Eg: Organisational culture and structure, processes and practices, products and intellectual property, assets and natural resources. 
    • Embed Implementation from Day One: Mobilisation is the X-Factor in great strategy. Mobilisation is when you capture the implementors hearts and minds and gain their emotional and intellectual commitment to Act.  

    Why settle for good, when, with a little more awareness, knowledge, and planning – you can make it great? Great Barrier Reef, Great Ocean Road, The Great Australian Bight – Great Strategy !!

The Four Critical Success Factors for Creating Great Strategy

As a business leader responsible for developing a strategy for your business, do you know the 4 critical success factors that must be adhered to to achieve a successful outcome? Here’s a cheat sheet:

Consistency: 

  • Do problems in coordination and planning continue to exist despite changes in people?
  • Does the objective structure in your organisation mean success, for one department but mean failure for another?
  • Do operating problems continue to be brought to top management for the resolution of policy issues despite attempts to delegate authority?

Consonance:

  • Does your business have a clear understanding of the market it’s in as a whole and why it generally exists?
  • Will the value created by your organisation’s strategy be disrupted in the current or forecasted changes in economic, social, environmental or societal conditions?
  • Will new technologies or changes to supply chains disrupt the current strategy and create risks to the growth and value creation objectives of your organisation?

Advantage:

Does your organisation:

  • Have relevant and superior RESOURCES for your industry that allow you to do more or do things better than your competitors?
  • Have relevant and superior SKILLS for your industry that allow you to do more or do things better than your rivals?
  • Would it be so costly for rivals to capture that it deters them from attacking this business?

Feasibility:

Has your organisation:

  • Got the physical, human, and ­financial resources available?
  • Demonstrated it possesses the problem-solving abilities and/or special competencies required by the strategy?
  • Demonstrated the degree of coordination and integrative skill required to carry out the strategy?
  • Does your strategy challenge and motivate key personnel and is it acceptable to those who must lend their support?
GREAT OCEAN ROAD
GREAT BARRIER REEF
GREAT STRATEGY

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

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STRATEGISATION

THE ART OF MOBILISING PEOPLE TO IMPLEMENT A WINNING STRATEGY

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