In strategizing, the processes of strategy creation are no longer restricted to top management.
To close the strategy implementation gap, everyone needs to be aware of what the organization is aiming to achieve and have opportunities to play a part in shaping the future.
So fast is the pace of change today that, with shrinking product life cycles and success ever more fleeting, companies are finding that the basis of competitive advantage is rapidly eroding and their business models are soon obsolete. If organizations are to survive and thrive, they must shift their business models--and their leadership skills--to become 'adaptive firms.'
Leaders need to be clear-sighted about where value is found and about the level of change required to enable the organization to survive and thrive in the new environment.
When employees participate in strategizing, the familiar gap between strategy making and implementation starts to close as people come to understand why change is needed, and have the chance to share collective intelligence and contribution of their best ideas.
A key task for agile leaders is to build the organization's capacity to act over the short, medium and long term:
Closing the implementation gap requires a strategizing approach, building momentum for change by making decisions and involving and enabling the teams who will implement them.
A shared purpose is key to providing clarity.
In developing a shared competitive agenda and setting strategic priorities, focus on the core and on desired outcomes for stakeholders over the short and longer term.