Strategy v reality
My eight-year-old daughter has discovered the joy of reading Harry Potter, and spends hours emersed in her books, which makes me very happy. Of course, then we have also spent many hours watching the eight Harry Potter films…
This week she asked me why the books and the films are different – she said, “it’s like you know what they’re thinking in the book, because it tells you, but in the movie, you have to watch what they do or listen to what they say”.
An astute observation for an eight-year-old.
Her comments got me to thinking how organisational strategy is similar – how on paper we can read the detail of the plan, but in reality, what matters is how your employees interpret and implement your plan and how it is understood by your customers.
So how can you narrow the distance between the strategy and the reality? There are two opposing thoughts.
Strengthen control: This method promotes reducing the gap between the plan and its implementation. It proposes enforcing strict measures to decrease staff deviation as ideas progress through various organisational levels.
Proponents of this method believe that by exerting more control, they can ensure that the strategic plan is executed precisely as intended.
Welcome flexibility: Conversely, the flexibility method recommends acknowledging that diversity is inevitable. It suggests that providing individuals with the freedom and discernment to interpret the strategy will add value to its implementation.
This approach acknowledges that the business landscape is dynamic, and plans must be adaptable to changing circumstances.
So, which approach is the right one?
The answer may lie in a balanced approach that combines the strengths of both methods. Here’s how:
Flexibility within a framework: While it's important to allow for agility, having a framework in place provides structure and guidance. This framework can define boundaries and expectations while still allowing room for adaptation.
Continuous learning and improvement: Embracing agility means being open to feedback and learning from both successes and failures. Organisations should encourage a culture of continuous improvement, where lessons learned are applied to future strategies.
Empowerment and accountability: Giving people the latitude to make decisions also requires holding them accountable for the outcomes. This balance ensures that individuals have the freedom to act in the best interest of the strategy while being responsible for their actions.
Iterative approach: Rather than viewing strategy execution as a linear process, consider it as iterative. This means that plans are continuously refined based on real-world feedback, allowing for quicker adaptation to changing conditions.
Narrowing the distance between strategy and reality requires a mindful approach. While strengthening control can ensure consistency, embracing flexibility allows for creativity and innovation. Finding the right balance is key.
