The document summarizes a Harvard Business Review article about why strategy execution often fails. It notes that while many guides exist on developing strategies, few address actual implementation. The research discussed in the HBR article found that poor execution is often due to a lack of alignment and weak performance culture, as well as challenges coordinating across units and adapting to changing conditions. The document also discusses how overcommunication of strategies does not equal understanding and provides suggestions for improving strategy communication and implementation.

1. Turning
valuable
strategy
into effective
implementation
MAY 6, 2015

2. An interesting piece from
the Harvard Business Review,
March 2015, closely reflects
our approach on how to best
deliver strategies through
tangible action

3. Why strategy execution unravels
& what to do about it
‘Studies show that two-thirds to three-quarters of large organisations struggle
to implement their strategies.
There are thousands of guides on how to develop a strategy, but very few on
how to actually execute one.
This new research uncovers the insight that most executives attribute poor
execution to a lack of alignment and weak performance culture. It turns out
that the real issue is fostering coordination across units and building
the agility to accept and adapt to changing market conditions’.
HARVARD BUSINESS REVIEW, MARCH 2015

4. Of the 5 Myths debunked
by the authors, Myth 3 -
‘Communication equals understanding’
resonates with our experience.

5. A case quoted in the HBR article refers to a
ceaseless delivery of the strategy by executives,
and an 84% rating on, “I am clear on our
organisation’s top priorities” in an engagement
survey, less than one third of the management team
55% of middle managers could do so). Not only are
strategic priorities poorly understood, they often
seem unrelated to each other and disconnected
from the overall strategy.
Half of the C-suite cannot connect the dots
between strategic priorities. The further down the
management structure, the worse it becomes.
Yet companies continue to invest huge amounts
of time and effort communicating strategy in an
unending stream of e-mails, management meetings
and town hall meetings.
Many
executives
believe
relentless
commuNication
of strategy
is key to
success

6. Part of the problem this research reveals is that executives measure communication
in terms of inputs rather than by the only metric that really counts – how well key
leaders understand what’s communicated.
A related issue occurs when core messages are diluted with peripheral
considerations; in one case, 11 corporate priorities, a list of core competencies
(including one with nine templates) and a list of 21 new strategic terms had to be
–getting your priorities clear, letting your people know what they are, and why.
How can so much communication
yield so little understanding?

7. Stop the tidal wave of communications.
Created content that’s as relevant, interesting and clear as the external messages we all
consume. Make sure it’s accessible on digital and mobile platforms, and keep it fresh.
Trust your internal audiences; if it’s interesting and relevant they will select-in, like, save
and share….
And you need ‘killer’ analytics that will tell you what content matters, to whom and why.
What’s the solution to this problem?

8. CONTACT
paul@thisisprotocol.com
adrienne@thisisprotocol.com
thisisprotocol.com/culture