Very little planned change in any organization, community or individual occurs without strategy. It’s a core competence that requires deliberate attention. Far too often, it shows up in a simplistic process at the annual retreat. Sometimes it is implicit and embedded in conversations about routine functions.
But, great managers know that strategy is the map that provides direction to daily decisions and actions. Once talent and capital are in hand, strategy is job 1. It has just two steps and both are critical.
The matrix above offers a quick way to think about the two steps. Strategy formulation and execution are equally important. One without the other has little value. When both are sound then there’s “a good chance” of securing intended progress. When one or both are flawed, we can explain deficits in progress and bad results.
Accountability provides the “glue” for any effort that relies on strategy to improve and perform. It makes both steps relevant by specifying individual and shared ownership. In any organization, accountability occurs through relationships and structures that review performance. Formal and informal reviews specify expectations, competencies, attributes and results among participants. Without accountability – wander, squander, delays, decline and failure are likely. With it, the “dance” can deliver value.
When assessing your program or organization’s progress, look carefully at formulation and execution. Ensure there are explicit high-quality processes for both, along with robust accountability.
(For lots more on strategy, see past tinker posts, like: Ten Good Strategy Questions-July 2010, Avoid Strategy Sabotage-October 2012, Great Plans Adjust-June 2012)
-Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com