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Chapter 3: Put Your Strategic Plan Into Practice

Youve made it this farnow you have to be sure you launch correctly! To do so, you need someone from the Office of Strategy Management to push that process, ensure resources are aligned to your strategy, put a solid strategy communication program in place, and get technology to keep you organized.

Step 1: Launch your strategy.

ENSURE THE OFFICE OF STRATEGY MANAGEMENT (OSM) IS PUSHING THINGS FORWARD.

The Office of Strategy Management is comprised of a group of people responsible for coordinating strategy implementation. This team isnt responsible for doing everything in your strategy, but it should oversee strategy execution across the organization. Typically, the OSM lives in the finance departmentor it could be its own separate division that reports directly to the CEO.

CREATE YOUR INTERNAL AND EXTERNAL STRATEGY COMMUNICATION PLAN.

InternalBe sure all elements of your strategylike strategy maps or logic modelsare contained within a larger strategic plan document. (If you use strategy software, the strategic plan document will likely be contained there.) A great way to be sure your leadership team has a firm grasp on your strategy is to ensure they each have a copy of this document, and they can describe the strategy easily to someone who wasnt involved in the creation process.

More broadly, the strategy must be communicated throughout your organization. You should be shouting it from the rooftops to keep it top-of-mind across your organization. People wont give it a passing thought unless you engage themso every department head should be charged with explaining how their team fits into the strategy and why it matters. For actionable tips, check out this article that highlights how you can effectively communicate your strategic plan across your organization.

ExternalYou also need to be sure you have a plan for communicating your strategy outside the organizationwith board members, partners, or customers (particularly if your organization is municipal or nonprofit). Think through how it will be shared, and which parts of it are relevant to outside parties.

ALIGN YOUR RESOURCES TO YOUR STRATEGY.

In the short termwhich would be your next budgeting cycle or something similarwork to structure the budget around the key components of your strategy. You dont need to completely rewire your budget, but you do need to create direct linkages between how your resources are allocated and how those efforts support your strategy. Over time, the areas that contribute less directly to strategic goals will become clear, and you can work on gradually aligning everything you fund.

But even if your budget only extends through the fiscal year, consider how youll align your strategy to projects in the future. For future resource allocation, link your operations (what some refer to as the work planning process) to your strategy. Your expectation should be that the process of aligning your resources to your strategy can happen within year two of your strategic planning execution.

Step 2: Evaluate your strategy.

At this point, your strategy has been launched: Now you need to know whether or not youre making progress! Heres how to do that.

CREATE REPORTS TO HIGHLIGHT YOUR RESULTS.

Ten years ago, you may have evaluated your strategy annually. But in todays business environment, thats not a feasible option. At a minimum, you should be reporting on your entire strategy on a quarterly basis, or breaking down your strategy into pieces and reporting on one of those pieces each month.

The report you use should highlight progress on your measures and projects, and how those link to your objectives. The point is to show how all these elements fit together and relate to the strategic plan as a whole.

HOLD REGULAR STRATEGY MEETINGS.

The best way to report on strategy progress is to hold a quarterly or monthly review meeting with the leadership team. (Other key individuals might be in on this meeting depending on the agenda and the content.) Its important to note that throwing together an impromptu meeting to go over results isnt going to get you anywhere. Instead, your strategy review meetings should be meticulously organized. To make the most of your meetings, its critical to have an agenda for before, during, and after the meetingyou can read about running efficient meetings in this article.

For your leadership team to be receptive to the idea, be sure youre not adding yet another meeting onto their plate. Instead, look at current meetings and replace or refactor so theres time to for strategy discussion.

DEPLOY STRATEGY REPORTING SOFTWARE (IF YOU HAVENT ALREADY).

To make strategy execution work, reporting is unavoidable. While you might be able to track your first strategy meeting in Excel or give your first presentation via PowerPoint, youll quickly realize you need some kind of software to track the continuous gathering of data, update your projects, and keep your leadership team on the same page.