Today I was challenged to write a sequel to one of my articles which focused on the implementation of strategic plans.

 I am grateful to the young gentleman who gave me this feedback especially that his current role is centered on the of implementation of corporate strategy in his organization.

 Communication of strategy begins at the apex of corporate leadership. I am sure colleagues have heard of the saying “Setting the tone at the top”. The “tone” is part of strategy and it is usually the beginning of implementation. The message in the tone at the top is premised on the understanding that as leaders, the governance structures will conduct themselves within the overall framework of the organization plan which they set for the organization. For instance, the Board should lead by example by making informed and timely decisions, exercise effective and objective oversight, ethical conduct and leadership. The message is taken by the C- Suite and all other structures as they perform their respective roles.

 For a strategy to be effectively implemented, an inclusive approach should be taken to ensure that all structures right to the bottom have bought into the vision, mission and organizational expectations of their respective roles. All corporate players are responsible for communicating the strategy except that the extent and detail may vary from level to level. Therefore the way your strategic plan is communicated in the implementation stream has a direct impact on performance of the organisation. There’s nothing worse than hearing that actors have been doing things wrongly the whole year simply because the strategy was not properly communicated to them. These would be indications of irresponsibility and waste of resources.

 The following are offered as tips for communication of strategy for successful implementation:

 1. Simplicity and clarity in breaking down the strategy for each structure in the organisation

 2. Consistent encouragement and motivation of the team to implement the strategy by projecting the positive impact to the individuals and the organization.

3. Connecting plans, actions, individuals and groups to the strategic plan to build a sense of individual and collective ownership in its successful delivery

 4. Development of a robust system of induction of new entrants into the organisation which have a component of the strategic plan and its implementation as it relates to them and how they fit into the “bigger picture”

5. Having a dedicated function for strategy monitoring and evaluation that serves to provide the corporate wide position on the same by engaging the different arms of the organization.

 I look forward to hearing from colleagues as we continue to enrich our knowledge.

 Let’s share!