Consensus is key to the success of a Strategic Plan

According to an Ernst & Young study, 66% of corporate strategies are never implemented. Why? Doing something new is always complicated. Organizations and units that constitute them, must overcome traditions, conflict of interest, internal communication channels are very poor and other cultural aspects that are a full-fledged trip. Here are some key management expert gives Lauren Keller in an article published by Harvard Business Review.
Consensus Strategic Plan
The seeds of the implementation problems are planted very early, often for its own development strategy: the process of defining and designing the strategy can not be seen as anything other than creating a plan to run it.

Bill Treasurer, the founder of Giant Leap Consulting consultant, describes this phenomenon as "executive asphyxia." As Treasurer, the strategic plan is created by an executive in his "inner sanctum", isolated from the low ranks of the organization. That being the case, the ability to perform drops. The consultant recommends that customers invite their customers, employees or suppliers to give their views on the direction of the company on its strategy. In other words, should ignore the vertical and go to a more horizontal model.

Understand and define the connection between strategy at the highest level and strategic objectives (supported by lower levels of the organization) is vital. "Our strategy must have a long-term vision and serve as a source of inspiration," says C. Davis Fogg, who is author of "implement your Strategic Plan." "Our strategic objectives are short-term efforts to move precisely toward that long-term vision." In an ideal scenario, the development of the strategy and related objectives are part of the same, is a fluid process.


Building consensus

Many experts warn of the dangers of "strategic dilution", ie trying to run too many goals. The strategic objectives should not be great. It is better to be clearly defined, that are realistic, rather than trying to do big things, like solving world hunger. It is crucial to clearly define the roles and milestones.

Even a strategy designed thinking a lot about its implementation may not come to fruition. Perhaps the easiest way to keep running in place is a thorough plan to sustain and continue to build the same consensus during the phase of strategic development.
"The directors encourage consensus by explaining the emotional and financial benefits to achieve the objectives and the problems of not achieving them," says Frogg

As stated in the article, Karen Silverio, vice president of Addison-Wesley/Benjamin Cummings, do not trust to tell people what to do. Instead, think it is very important to support and serve those within the organization responsible for implementing this strategy. For her the process is as important as the outcome, because if this process is not satisfactory, these same actors will not engage so the next time you have to push forward a plan.

The incentives also play a role in building consensus around a strategy. And not just about hard cash. "Knowing that motivates our employees," said Silverio. "I've seen many times that non-financial incentives, such as making someone public's contribution can be more effective than economic. Many people feel very satisfied knowing that their ideas are being used. "

Multidisciplinary teams

One of the best strategy to implement a plan to mobilize multidisciplinary teams run around each goal and throughout the company. These devices allow people to collaborate to ensure that each initiative supports your goals for and carried out in time.

To increase the sense of responsibility, Silverio linking strategic initiatives team leaders based on their experience, knowledge or interest in new challenges. It also announces the progress of work, so that the feeling of responsibility, both among managers and among workers, is reinforced.

Smart executives ensure that consistently communicate the importance of the strategy to follow and the implementation. Bill Treasurer recommends that customers always explain the connection between strategic initiatives in which its managers and employees are working and the end (higher) than they look. "Leaders must be noted that new need for new behaviors, rules, skills and priorities," he says. "They have to explain why the new strategy is so important."