The essence of strategy is choosing what not to do.
While the nitty gritty of strategic planning can be its own challenge, the trouble often starts when leadership teams can’t succinctly communicate their strategy. Often, some buzz words, ongoing initiatives, and key elements of the value proposition are mentioned by all team members. However, the concrete narratives and felt priorities tend to differ in important ways. Consequently, subsequent decision-makers are left with ambiguities and cross-functional implementation lacks coordination.
Our strategic alignment workshops usually unfold as a series of work sessions spanning a couple of months to a year. The concrete duration depends on the complexities of the organization’s strategy and stakeholder landscape. Between sessions, task teams pursue relevant internal and external research, and facilitate decision-making on critical decisions. New data and agreements then serve as the stepping-stones for the next work session – ensuring next steps are made in the strategic planning process.
Our series of strategic alignment workshops directly responds to what leaders describe as the key reasons why they saw strategic execution fail in their organization:
Source: Booz & Co, Strategic Coherence Profiler Survey