Leading Strategically in a puzzling business world: Challenges inherent in turning strategic intent into operational actions – Strong Advice

The last two posts on leading strategically in a puzzling business world have helped us understand the role of leadership in setting the direction of the organization in light of all the varying dynamic business world as well as highlighting the practical ways of uniting employees’ commitments by designing a well-crafted leadership development strategy. 

In this concluding post on this series, our aim is to point our attention to possible complications and barriers that may ensue when the leadership moves from strategic intent to operational action by commencing implementation of its strategic vision and leadership development plans. 

Below are some challenges that may be posed when implementing a strategic vision as well as some possible solutions. 

  • When the number of vision embracements by employees is low, then it only natural to expect a large chunk of the employee workforce to resist the change. This is particularly true when leadership hasn’t included the right employees from the developmental stage of the strategy and as largely ran a top-down implementation. 
  • Another key consideration is the lack of proper communication by the leadership team with every level within the organization stating clearly what is being done, why it’s being done, and what the end result is expected to be. 
  • Furthermore, a major challenge that impedes successful implementation is a poor attitude displayed by the leadership team within its culture. A culture that doesn’t emphasize accountability and follow-throughs. 

Possible Solutions 

  • In the implementation of a strategic, it is always advisable to provide support for all employees. This helps them gradually and systematically migrate from their current ways of doing things to the new way of doing things. 
  • A great way to help entire organizations implement a strategy is by enabling open communication within the organization. So as to get enough feedbacks early on during the implementation and to iterate the implementation process accordingly. 
  • Embracing a tolerance to failure cannot be overemphasised, as well as incorporating holistic organizational learning. 

Post your comments here

Your email address will not be published. Required fields are marked *