We at Otolith helping management teams define, refine and execute their strategy. And this is what we have learned.
- Strategies are often dead documents that gather dust, because they are not shared, are not motivating, too complex, not worked through, only thought through.
- We mistake strategic objectives for strategy. We think the number has some magical motivational power. Numbers do not motivate.
- We generally underestimate the change linked to strategy execution. We overestimate the capability of the organization to carry the strategy.
- After having spent so much time in defining the strategy, teams are in such a hurry to start, that we fail to create the conditions that will leverage the movement.
Strategy is indeed about creating movement. It’s not about following kpi’s. We have to make sure people are willing and able to do what is needed.
And so, strategy execution is about behaviour and leadership. And that is why we focus on the human side of strategy execution. The point where strategy, HR and leadership come together.