‘People are our most important asset’ said the CEO before taking a pause. ‘But, the data tells us that they are operating at just 63% of their full potential’. ‘That is a wake-up call’ she continued.
‘Imagine what we could achieve by tapping into the missing 37%’ the CEO added after a short pause. ‘Alternatively’ she continued in a more sombre tone ‘…imagine what will happen if we don’t!’
Before long, an ambitious goal was set to raise the score to 70% of full potential being utilized within 12-16 months. Progress was to be measured on a quarterly basis with leaders and their units / teams taking responsibility for progressively unlocking ‘the missing 37%’.
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’.