A strategy is a lot like a musical score. You can have the most brilliant composition in the world, with perfect harmony and a clear vision, but if no musician ever plays it, it’s nothing more than a document.
The real measure of a strategy isn’t in its words, but in its execution. Many organizations pour resources into crafting a strategic plan, only to see it gather dust because the implementation was never really addressed. The moment you finalize a strategy is not the end of the project, it is the start of the implementation.
Beyond the plan: the art of execution
A successful rollout isn’t just about sending out an email or holding a single presentation. It’s following similar steps as the strategy development
Build a strong foundation. A good rollout plan is built on the foundation of a comprehensive strategy brief (blog 1) and a deep understanding of the problem you’re solving (blog 2). Without this foundation, the rollout plan will lack clarity and purpose.
Capitalize on earlier collaboration. Rollout success relies on the collaboration and shared ownership fostered during the strategy development process (blog 4). When people feel they were part of creating the strategy, they are more likely to want to be part of its execution.
Communicate the ‘why’. You must clearly articulate the purpose and benefits of the strategy to all stakeholders, from the C-suite to frontline employees. People need to understand not just what they need to do, but why it matters. This provides the motivation and clarity needed to grow momentum.
Make it a living document. A strategy is not a static artifact. It is a living entity that must be continuously supported, adapted, and celebrated. You need to involve leadership, identify key milestones, assign clear responsibilities, and celebrate small wins along the way to maintain momentum.
For example, a new company culture strategy is meaningless if it isn’t accompanied by a comprehensive plan that addresses at least:
- Internal Communications: This is how you share the strategy with everyone. You can’t change a culture if people don’t know what’s expected of them. A good communication plan outlines what information will be shared, with whom, how often, and through what channels.
- Leadership Training: Leaders are the culture carriers. If they don’t understand the new culture and how to embody it, the strategy will fail. A plan for leadership training ensures they have the skills to model new behaviors, provide feedback, and support their teams through the change.
- Measurable Goals for Success: A strategy without metrics is impossible to track. To know if your new culture is working, you need to define what success looks like. This could include measurable goals like a 15% increase in employee engagement scores, a reduction in turnover, or a higher score on an internal trust survey.
In short, a strategy without a clear rollout plan is like a beautiful overture that never transitions into the full symphony. Your work as a strategist is to conduct the performance all the way to its successful conclusion.
