1. Many heads, many strategies: each key person in the company (managers or board members) could have their own strategic vision or perception of priorities. It is important to bring out these differences early in the process, through personal interviews, free from the social or hierarchical dynamics that often influence workshops.
2. Clear and shared vision of the context: often in the heart of companies there is a lot of information related to the context in which the business moves: performance data, analysis of the competition, industry reports that identify trends, examples to use as a reference, and much more. This information is rarely organised in a way that’s useful for strategic reflection. Making effective use of this wealth of information and ensuring that all those who are called on for strategic reflection are “on the same page” is a fundamental step.
3. Broad but structured engagement: The various people that make up an organisation can generate great value in developing a strategy. However, their involvement must take place in a structured manner, to prevent the definition of the strategy from turning into an exercise in democracy, where everyone feels entitled to impose their own ideas and partial vision. Defining clear objectives and applying appropriate moderation techniques prevent workshops from being opportunities for socialising rather than key moments for the future of the organisation.
4. Plan realistically, implement flexibly: Once the strategy is presented internally, everyone is expected to own it and act on it. Underestimating the implementation phase is, however, the biggest mistake of any strategy. Choose priorities, plan by leveraging on the strengths of the actual organisation and not the desired organisation, define challenging but achievable objectives, empower individuals, think for scenarios. All with a good dose of flexibility, as it won’t be implemented in isolation.
The plan for not stalling – or worse, crashing – the strategy, is not complex, but must be carefully managed.
