The Vital Link: Communication in Effective Strategy Implementation

The journey from strategic design to successful execution is heavily reliant on clear and consistent communication throughout an organisation. Strategy implementation often fails, with reported rates between 60 and 90 percent, and a significant contributing factor is the lack of effective communication.

A fundamental reason communication is critical is that a large percentage of employees are unaware of their organisation's strategy. Research suggests that fewer than 10 percent of employees truly understand the strategy. This lack of understanding prevents employees, who are closest to customers and value-creating processes, from aligning their daily tasks with strategic objectives. Execution depends on employees daily tasks so it is vital they understand the big picture and how it all fits. Without this understanding, the strategy remains a document rather than a lived reality.

Effective communication involves clearly articulating the strategic vision and objectives in a way that resonates with all employees. Leaders must translate "lofty rhetoric" into specific actions and answer the "What's in it for me?" (WIIFM) question for employees, explaining how the new strategy should change their jobs for the better. This requires more than just posting signs or publishing newsletters; it demands consistent and persistent messaging using various channels such as newsletters, meetings, memos, and even informal talks. Repeating the message often and simply is crucial for it to sink in.

Furthermore, communication needs to be two-way, encouraging honest dialogue between staff and leadership about barriers and underlying causes. If those responsible for implementation cannot voice problems to senior management, the organisation lacks an early warning system. Leaders should actively listen to feedback and address concerns to foster a culture of open communication.

Poor communication has significant negative consequences. It can lead to a lack of buy-in and understanding among those who need to implement the strategy. Employees may not grasp the purpose of the strategy or how their roles contribute to its success, resulting in uncoordinated efforts and wasted resources. Poor vertical communication can also hinder the organisation's ability to learn and refine its strategy. Moreover, if the pullback from a strategy by senior management is not communicated, it can create the perception of a lack of leadership support.

In contrast, effective communication fosters alignment, engagement, and a shared understanding of the strategic goals. It empowers employees to make decisions that are consistent with the strategy. Internal communication processes can even democratise strategy by actively promoting understanding throughout the organisation.

In conclusion, communication is not a secondary concern but a central pillar of successful strategy implementation. It ensures that everyone in the organisation understands the vision, their role in achieving it, and feels empowered to contribute. By prioritising clear, consistent, and two-way communication, organisations can significantly increase their chances of turning strategic plans into tangible results.