{"id":9338,"date":"2021-07-10T21:25:01","date_gmt":"2021-07-10T19:25:01","guid":{"rendered":"https:\/\/www.essenburgh.com\/how-do-you-implement-a-new-strategy-successfully\/"},"modified":"2021-07-10T21:25:08","modified_gmt":"2021-07-10T19:25:08","slug":"how-do-you-implement-a-new-strategy-successfully","status":"publish","type":"post","link":"https:\/\/www.essenburgh.com\/en\/how-do-you-implement-a-new-strategy-successfully\/","title":{"rendered":"How do you implement a new strategy successfully?"},"content":{"rendered":"

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How do you implement a new strategy successfully?<\/span>?<\/span><\/span><\/span><\/strong><\/h2>\n

D<\/span><\/span>he world around us is changing rapidly. And the world keeps changing. Continuously. This places new demands on leadership. Leadership in which you truly add value to the organization and the environment in which you operate. Value-creating leadership. It is no longer just about economic gain, but also about achieving ecologically sound and socially just results. Complex? I guess so. This can only succeed if you work together with people and organisations with diverse views. How do you make this work? The route to successful change includes four phases. In this blog more about phase <\/span><\/span>
\n 3<\/span>
\n<\/span>
\n : <\/span>
\n<\/span>
\n Achieve.<\/span>
\n<\/span><\/b><\/p>\n

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Phase 3: Realization <\/strong><\/h3>\n

In phase 1 you looked<\/a> at the context of your organization<\/a>. What does the environment look like? What changes? How does competition, society and legislation develop? And what does that require from the environment of your organisation? In phase 2 (Forming) you made a vision and strategy for your own organisation. <\/a>This phase is the most essential, because it is where you make or break the implementation. Few organizations achieve proper implementation. This is because organisations usually spend a lot of time on strategy and too little on execution: 80-20<\/strong>. Moreover, organisations often do not make targeted choices; they want too much. The pitfalls here are that the collaboration is ineffective because people are not sufficiently involved. Another risk is that the gap between old and new work processes is not bridged.<\/p>\n

So the question is: how do you achieve a good realisation of the strategy? This is the focus of phase 3 of the route to success: Achieving. In this phase, you see to it that the agreements made between the parties are complied with. The calculators and connectors make way for the implementers. After all, implementing a strategy requires different capabilities. It requires you to be very focused in working towards results. That you are transparent about your results. And that you gather a team around you with people who dare to bear co-responsibility for their own actions and for the results achieved. And also for what is not going well.<\/p>\n

Hard and soft approach<\/h4>\n

In this phase of Achievement, it is essential that a hard and a soft approach go hand in hand. Because on the one hand you have to deal with the hard components of the strategy: the intended goals and results and the activities needed to achieve them. But you can only implement this strategy successfully if you also have an eye for the soft components of the culture. Like values and behavior.<\/p>\n

\"Achieve<\/span><\/p>\n

Execute, Monitor Process, Control<\/strong><\/h3>\n

This third phase Achieve includes three steps: Execute, Monitor Process, Control:<\/p>\n

Execute<\/strong><\/h3>\n

Value-creating leadership in this phase is characterized by organizing ownership and execution power among the organizations, teams and people involved. Everyone's role is clear, as are the associated accountable responsibilities. The process is monitored and controlled. An important 'soft' point of attention is maintaining support among all parties. In short, this phase calls for a decisive and unifying leadership style.<\/p>\n

Make the team responsible<\/h4>\n

The effectiveness of the implementation lies in the cooperation within that team. And is therefore not dependent on one leader. Leadership is not in one person. The degree of leadership is determined by the interaction within a team or network. It's about collaborative partners who share a common goal and are willing to make sacrifices to create multiple value. So you get the result together. In general, we don't like to make others partly responsible. But the benefits are great, as long as you do it right. Whatever you call it \u2013 Lean, Scrum or Agile \u2013 It's about working from transparency and processes and mapping results. You work on this continuously as a team, in short communication loops. Read more about the ideas of Remco Selmer (Semco)<\/a><\/p>\n

Important: Make the responsibilities of each team member and the team as clear and concrete as possible. And have an eye for both the upstream and downstream factors.<\/p>\n

<\/h3>\n

20% strategy, 80% execution<\/h4>\n

Successful organizations spend 20% of their time on strategy, and 80% on execution. A fast and effective implementation determines the success of a company. A strategy is nice, but ultimately you have to bring about a cultural change and overcome resistance. And if you're not careful, the (old) culture is stronger than the strategy. Whereas today's society demands that you quickly develop products and services. Are you acting too slow? Then you'll be overtaken left and right.<\/p>\n

Make very specific choices<\/h4>\n

Make choices based on your strategy Advice: start with a maximum of three projects. Projects that are expected to yield the highest returns with the least possible effort: quick wins. And if one fails, you move on to the other two projects. Many organizations, especially in the public sector, are tackling a laundry list of projects simultaneously. They are doomed to fail.<\/p>\n

Delegate clear roles and responsibilities.<\/h4>\n

The leader in this phase is responsible for implementation. This leader:<\/p>\n