In business, what customers perceive and experience is the tangible outcome of a company's strategy: it's way of working, it's product/service, it's brand and it's implemented actions. It starts with a strategy. A strategy crafted with inputs from various stakeholders and aligned with the Board of Directors, must translate into concrete actions. However, the journey from strategic planning to execution is fraught with challenges, often leading to a disconnect between ambitious plans and actual outcome, that what the customer perceives, the customer experience.
Start with the plan : the role of stakeholders in strategic planning
A robust strategy begins with comprehensive input from all relevant stakeholders, including shareholders, employees, and other key parties. Their perspectives ensure that the strategy is well-rounded and considers all facets of the business environment. The Board (and advisory board) plays a crucial role in refining these inputs, ensuring that the strategy aligns with the company’s mission, vision, and purpose.µ
Step 2 : From Strategic Choices to Execution : making choices is hard
A critical step in turning strategy into action is making informed choices. These choices, represented in the visual, are essential to prioritize initiatives and allocate resources effectively based on the investment capability both monetary and more important in resources. The management team is responsible for translating these strategic choices into actionable plans taking into the available means and resources, the change capability etc., with a focus on achieving the defined Key Performance Indicators (KPIs) and often driven by Objectives and Key Results (OKRs). Key principle is less is more.
The Pitfall of Parallel Initiatives
One common pitfall in strategy execution is the simultaneous launch of too many initiatives. This often leads to resource dilution, lack of focus, and ultimately, suboptimal outcomes. The visual emphasizes the importance of making selective, high-impact choices rather than spreading efforts thin across numerous initiatives. We tend , and that is normal, to overpromise and as a result often underdeliver. Making choices is difficult and we dislike it. Performing teams make choices.
Step 3 : The Multi-Year Journey to Realization
Execution is not a one-time event but a continuous process that spans multiple years. The visual outlines in this case a five-year horizon where strategic actions are systematically implemented. This long-term approach ensures that each year builds on the previous ones, creating a cumulative effect that enhances customer experience over time.
Step 4 : Bridging Strategy and Customer Experience. The outcome
Customer experience is the sum of all strategic actions and business-as-usual (BAU) activities. The visual highlights that it is not just about planning but also about effective execution. Only when strategies are translated into concrete actions do customers begin to see and feel the outcomes. This realization underscores the need for disciplined execution and continuous monitoring.
The value that is delivered together with the brand positioning and leadership exposure will only then be compensated by the customer in monetary and non-monetary ways. All the rest is internal despite all the effort!
Avoiding the brainstorming and planning trap : execution is key
Too often, organizations fall into the trap of endless brainstorming and grand ambitions on paper. While strategic reflections are vital, they are worthless if not turned into actionable plans. Business as usual is taking the lead and insufficient time is put at managing and executing the changes. Both at the team and organizational levels, there must be a relentless focus on execution. This means moving beyond the planning phase, addressing challenges head-on, and ensuring that every action aligns with the strategic objectives.
In conclusion a strategy is only as good as its execution. The real measure of a successful strategy is the customer outcome / customer experience it delivers. By engaging stakeholders, making strategic choices, avoiding the pitfalls of parallel initiatives, and maintaining a long-term execution focus, companies can turn their strategic ambitions into tangible outcomes that delight customers and drive sustainable growth.
Offcourse this is not the case in your organisation, or is it? As contexts change more rapidly than before time is scarce. Focus on execution step by step!
