There’s a chasm between strategy formulation and execution, often referred to as the ‘strategy-execution gap’. This gap can be bridged by understanding its three main causes. Firstly, strategy is often seen as an intellectual exercise, disconnected from the realities of implementation. To overcome this, strategy must be viewed as a hypothesis that needs testing, adapting, and learning. Secondly, most strategies are top-down, with little input from those who will carry out the strategy. This can be remedied by involving all levels of the organisation in strategy formulation, fostering a sense of ownership and commitment. Thirdly, the traditional command and control approach to management can stifle the creativity and initiative needed for successful strategy execution. Encouraging a culture of trust and empowerment can help to resolve this issue.
The ‘strategy-execution gap’ can also be mitigated by considering three key aspects of strategy execution. These are: the ‘what’ – clear, measurable outcomes; the ‘how’ – the processes and practices to achieve these outcomes; and the ‘who’ – the people who will be responsible for executing the strategy. By focusing on these aspects, organisations can bridge the ‘strategy-execution gap’ and ensure their strategies are successfully implemented.
Go to source article: https://geoffmarlow.substack.com/p/the-strategy-execution-gap