Strength and depth of Ownership & commitment

How many people in your organisation totally believe in & are clear about the corporate strategy? I always felt that this matters a lot for success in implementation, but since it is not measured (or seen as measurable), it is not prioritised enough for continuous focus. Think of the last time you achieved something really difficult that required execution over multiple months (e.g., a quarterly target, a personal goal such as weight-loss). Now reflect on the strength of ‘desire’ there was for the outcome (or consequences of not achieving it!). Was it low, high, or burning-high? Possibly it was high, and possibly it grew on you over time. Unlikely, that the source of that burning desire to achieve, was an order given to you which you didn’t believe in. Personal conviction leads to ownership, which in turn leads to a drive for personal action. This cycle keeps repeating till the outcome is achieved. Not surprisingly then, when many of my clients made investments in developing the strategy and then gave the ‘document’ to the team to implement, it failed. They hoped that developing a great strategy and giving a 300-page binder to the team was enough to get started on implementation. Important to note that those who developed the strategy were committed, but the depth of commitment was limited to very few. On the other hand, I have worked with clients where the strategy is co-developed with the team, building huge momentum in the organisation to start implementation. Smaller the organisation, easier this seems to do. However, I have also seen large enterprises doing a great job in co-developing the strategy with 50-100 or more leaders of the organisation, often with external facilitator support. Co-developing then, to create depth and strength of ownership, became a powerful tool for me to build the foundation of implementation success. Learning #1: Focus as much on the process of creating extremely strong and organisation-wide ownership & commitment towards the strategy, as on the analytics in developing the strategy

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