Why strategy struggles at implementation

There’s a lot in the corporate world that eats strategy for breakfast.

We do the work to understand the issues, set the direction, and what we want to achieve. It sounds and looks amazing. I’ve led many strategic planning processes, and when done well, they help leaders get out of the everyday to talk about what could and should be.

But my gripe is implementation.

Two of the things that get me out of bed in the morning (besides coffee): creative leadership and designing strategy and systems that work.

How you genuinely take a strategy,
Prioritise activity to make sure you’re getting closer to your goals,
And then understand whether you achieved what you were hoping for?

🥁 Benefits identification, management and realisation.

It’s a framework you should be able to weave into existing processes. It stops the drift, and turns ‘what did we do?’ into ‘what changed because of it?’

At the end of the day, it’s about what we deliver, and the value we add to the community.

Right now, I’m working with Yarra City Council to develop their benefits framework. I’m bringing together years of corporate and service planning, leadership and strategic design to help make their investment decisions easier and strategy measurable.

If you’ve got something similar brewing and think you might need a hand, reach out!