Implementing Your Strategic Plan: How to Turn Intent into Effective Action for Sustainable Change [Hardcover]

 

 

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This book could have been titled "making change happen." The core of this book consists of a chapter by chapter discussion of the 18 keys to implementing the strategic plan. The 18 keys are grouped into five categories: setting accountability; enabling and aligning action; fixing the organization; providing an environment in which people can excel; and judging and rewarding. This is a superb, penetrating and detailed book which begins with a fascinating summary of findings from the author's survey of CEOs and key executives who were successful in implementing change. One insight stands out from these findings-teams don't develop paradigm shift strategies; CEOs do. Indeed Fogg states that the single most important factor in the change equation is leadership. With that truth set forth up front, we were confident that this book would be a rewarding experience; it was...and we highly recommend it!

Written by someone who has experience of consulting with 150+ companies. The book provides a wide ranging approach, to the often difficult task of implementing strategy.

The author states on page 402:

"Look at this way. The strategic plan is a beautiful twelve-metre America's Cup hull; the implementation plan is the sails and the crew. One doesn't get very far without the other."

18 steps are set out to ensure that the organizations strategy is successfully implemented, in the public or private sectors. These are grouped under 5 headings:

* Develop an accountability system.
* Turn strategic priority issues into assigned, measurable action plans.
* Embed departmental planning.
* Negotiate individual accountabilities.
* Change the organization structure-fast.
* Change the people-fast.
* Foster creative leadership, and mental toughness.
* Remove resistance.
* Use teams (appropriately).
* Define the future culture.
* Allocate resources effectively, putting your money where your future is.
* Align your organization's work with the plan - from top to bottom.
* Empower execution.
* Select, train and develop for the future now.
* Fix broken core processes.
* Communicate to everyone, all the time.
* Review perfomance.
* Reward strategic results.

The book is packed full of action orientated principles, tools and techniques. Of note are:

* The well crafted section - key 5, on "Change the organization fast." This is very sharp on questions to identify barriers so that action can be taken.(pages 155-156) A straightforward approach to organization redesign is provided.

* Also key 5, provides excellent insights, into dealing with resistance to change to change. This is a little Stalinist in style in places.

* Key 3, picks up on the importance of embedding departmental planning, as a critical part of getting your strategy moving in the right direction. This is often overlooked plenty of tips and guidance are provided.

The author stresses:

"Functional departments are the implementation centres of organizations." They have the people, money and the bulk of the leadership, skills and collective learning for effective execution.

* Another strength is the material on "What CEOs say" to be found in part one. This gives you a good steer on what matters to them - shaping your thinking/approach.

* One area that is often not handled to well is the review of programs/projects by the top team. On page 361 can be found a list of questions for the top team to consider in carrying out reviews, to make the process more effective.

The main message from Fogg, is that strategic plans flop because executives dont follow through. The author was chosen by Harvard Business School to provide leading expertise in this field for one of its publications on strategy implementation.

This is one of the best books on the subject, also worth a look is:

Making strategy work: leading effective execution and change. Pub-2005.(see my other reviews)

Stan Felstead - Interchange Resources - UK.

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