Once the direction has been identified, the most important factor comes to light in shifting resources to support the strategic transformation and clarifying what the strategy needs are from each stakeholder. Historically, strategies fail due to not properly staffing the initiatives. Leadership adds strategic goals to overburdened executives which increases their to-do list. Out of necessity, the executives enlist supporters and direct reports who can help them in their spare time. In fairness, these are not truly strategies but tactical initiatives.
A strategic change creates a significant impact on the organization. Performing an impact analysis mitigates collateral damage. Organizational structures will change to support the strategy which will also dedicate full-time resources in making the change successful. Lower priority projects will have to die in order to adequately pay for the new strategy. While the shift may not cost money, it will cost manpower to implement. If manpower stretches thin on numerous projects and priorities, then the true strategy will never come to fruition.
An exercise to help the team conceptualize this change is by running a change-management simulation. It begins with storyboarding the change in strategy and designing the changed roadmap. This will help the organization to not only conceptualize the change and what it entails, but it will also identify flashpoints of where the strategy can be derailed. Next is to understand the stakeholders of the change and who and how these individuals will be impacted. This provides insight into the risk-management mitigation strategy to help the change go as smoothly as possible.
With this data, the transformation team can initiate their communication planning with the organization followed by the change announcement. Therefore, this truly kickstarts the changes and the chaos that ensues in the process. Conducting stakeholder feedback sessions will engage team members in change-management planning. Applying a coordinated effort, this will enable greater accuracy in resource allocation, organizational change movement, and strategy adoption.
Last to the strategic process is enabling agility. An organization will want to give the strategy an opportunity to develop and not to overreact quickly. An organization will also want to have tight monitoring of the results as to understand what adjustments will be needed to be applied during its implementation. This model resembles that of action research or of Shewhart’s Cycle (PDCA: Plan Do Check Act). This will help to refine the understanding of the team as to how success is defined and how score will be kept.
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