The strategy was ambitious. The goal was to double turnover within 5 years growing annual growth by tens of millions. But there were whispers about the organization’s ready to execute the leadership team’s new strategy.
The data left no room for complacency – on the 10-point agility scale, the score was a worrying 4.5. But the data revealed that most people in the organization felt that things were not moving ahead fast enough.
The data also illuminated the levers (culture, structure, etc.) to greater agility and innovation.
Data revealed a strategy-execution gap of 37%
Here is a snapshot of the data showing how the strategy-execution gap of 37% was progressively narrowed over a 6 month period.
Executed was rated below strategy, but showed potential of up to 45%. Over 6 months the scores for both strategy and execution improved by up to 21%, thereby narrowing the strategy execution gap by 17%.
Data revealed a level of strategy anxiety with less than 2 out of 3 managers indicating that the organization was moving fast enough (strategic speed) or in the right direction (strategic velocity). These scores increased by up to 18% over a 6 month period.
Data revealed gaps in terms of purposes, focus and alignment of up to 45%. Yet, ambition was high (73%). Over a 6 month period effective engagement and communication around the strategy and its execution increased these scores by up to 22%.
‘Finding out that there was a big gap between the leadership team who created the strategy and the mid level managers who were responsible for its execution has, I am convinced, saved us a lot of time and money’.