87% of frontline people don’t know their own company’s strategy. Maybe even worse – 49% of C-suite don’t either… All according to a study from MIT. For me, it all comes down to taking implementation seriously. And it starts by understanding that setting the strategy from the top does not mean it will automatically filter down to every employee – even less be understood.
According to MIT Sloan Management Review, a chocking number of managers and employees does not know their own company’s business strategy:
– 49% of the C-suite don’t
– 78% of senior executives don’t
– 82% of middle managers don’t
– 87% of front-line leads don’t
H
How does this happen? Top management is normally smart (otherwise they wouldn’t be in that position), the world is full of implementation models like ADKAR and even more full of consultants that are ready to assist and spend many hours supporting the process.
I think it, like many marketing aspects, comes down to understanding your “customers” – in this case the employees of your company. They have 100’s of things going on at work and at home, they are not interested in reading novels filled with business jargong and they often don’t understand why their contribution is important and what they should do more or less of. On the other hand, most people are responsible, want to do things right and want to achieve things for themselves and their family. This means that implementation to a large extent comes down to communication in order to create understanding and motivation.
Some learnings from working 30 years with strategy implementation as a communication consultant:
- Keep the message simple. You probably need to do 100 things differently. Pick out the 3-5 most important Must-Wins and focus on them
- Make it memorable. Reading the objective or outcome should be so compelling that the hair on all arms raise and everyone wants to be on this journey
- Make it visible. Repeat, repeat, repeat. Every leader in every meeting. Put it on the walls, coffee cups, toilets and other places that can be a positive reminder
- It starts from the top. If it’s not important for the CEO, why should I care? Spend time and communicate it everywhere
- Find ambassadors, the persons in the organization that really burns to make the strategy come alive. Give them time and resources to engage with their fellow employees
- Let every employee work practically with his/her role to fulfil the strategy. What should we stop doing, continue doing and start doing?
- And let it take time. Implementing a strategy is a marathon, not a sprint race
If we need a new strategy to work, we always need to take implementation seriously. The bigger your company are, the more time and effort is needed.
If you want to discuss strategy and implementation, just reach out to ulf@sfinxconsulting.se
