Know Your Part: Why Everyone’s Role Matters in Strategy Implementation

The chasm between a well-designed strategy and its successful execution is often wide, with failure rates as high as 60 to 90 percent. A critical factor in bridging this gap lies in ensuring that every member of staff understands their specific role in bringing the strategy to life.

A significant challenge highlighted across various studies is that a staggering number of employees are simply unaware of their organisation’s strategy. Surveys indicate that fewer than 10 percent of employees truly understand what their company is trying to achieve strategically.

Execution depends on employees’ daily tasks so it is vital they understand the big picture and how it all fits. If employees are not aware of the strategy, they cannot possibly contribute to its implementation.

Simply communicating the "lofty rhetoric" of mission, vision, and purpose is insufficient. Employees need to translate the overall strategy into their everyday actions. They require specific answers to the fundamental question: "What's in it for me?" and, more importantly, how should the new strategy cause them to do their jobs differently and better?. Without this clarity, the strategy remains an abstract concept, disconnected from the daily realities of work.

Aligning jobs and individual goals with the overarching strategy is paramount. When employees understand how their responsibilities contribute to the achievement of strategic objectives, they are more likely to be engaged and motivated. This alignment ensures that efforts across the organisation are coordinated and focused on the same goals, preventing individuals from working at cross-purposes.

Furthermore, when employees understand their role, it empowers them to make informed decisions that are consistent with the strategic direction. If faced with a choice of different ways to do things, they can assess which approach best fits with the organisation's strategic aims. This understanding also facilitates a sense of ownership and accountability for their contribution to the strategy's success.

In contrast, when employees don't know how the new strategy applies to their daily work, it becomes a significant barrier to effective implementation. Strategies can fail because the organisation does not align ongoing management processes to the strategy. Ultimately, each employee must know how to do their job differently in order to achieve the strategy. When this happens, achieving the strategic objectives becomes "business as usual" for everyone.

In conclusion, effective strategy implementation is not solely the responsibility of senior leaders. It requires the collective effort of every member of staff. By ensuring that everyone understands the strategic vision and, crucially, their specific role in making it a reality, organisations can foster alignment, engagement, and ultimately, a much greater chance of achieving their strategic goals.