Unsticking StrategiesThrough conversations with hundreds of cross-functional leaders, CEB has identified what the most successful organizations do differently when implementing a new strategy or change initiative: They mobilize their leaders by ensuring that they are aligned on strategy and are able to focus effort on related activities.Why do so many sound and meticulously planned strategic efforts go awry? A recent study cited in The Economist concluded that 61 percent of organizational strategies underperform -- not because of faulty ideas or poor planning, but as a result of poor execution.Brian GagnonBG_850bf98a-b789-11e4-be13-6f50a7982d42Brian Gagnon is a senior director at CEBOrganizations... the best organizations go beyond establishing buy-in and an understanding of strategy by unlocking employees' capacity to execute.Federal GovernmentThe gap between strategy and execution is a challenge in both the private and public sectors. However, the federal government faces an additional risk that will intensify the challenge in the years ahead. Based on our analysis of 2014 Federal Employee Viewpoint Survey results, 48 percent of Senior Executive Service members plan to retire in the next five years. Furthermore, we expect to see a spike in leadership transitions in the next 24 months as executives anticipate the end of the Obama administration.Federal ExecutivesKey executive sponsors and leaders -- those who built the vision and path forward for positive change -- will leave the federal workforce. As a result, strategic initiatives could stall and years of investment and hard work could be at risk.EmployeesAs leadership transitions continue to take center stage, agencies must enable employees to rally around strategic initiatives. Failing to do so could result in months or even years of costly strategy derailment, which could ultimately put mission achievement at risk.... a highly engaged and productive workforce with the ability to successfully achieve targeted results and outcomes._850bfb42-b789-11e4-be13-6f50a7982d42To enable organizations to mobilize their leaders by ensuring that they are aligned on strategy and able to focus effort on related activities._850bfc14-b789-11e4-be13-6f50a7982d42Strategic Alignment... as federal agencies continue efforts to enhance evidence-based decision-making and performance management, they will face increasing pressure to link strategic plans to demonstrated results. Many programs that fail to show progress on strategic goals and objectives will come under additional scrutiny and face an uncertain future as budgets continue to shrink.Evidence-Based Decision-MakingPerformance ManagementResultsLeadership AlignmentManage leadership alignment as a continuous process._850bfcc8-b789-11e4-be13-6f50a7982d421LeadersLeadership TeamRather than taking a room full of head nods as leadership commitment, agencies must focus on generating lasting leadership team alignment. Instead of simply communicating the importance of new strategies, leaders need to actively manage alignment, mitigate resistance to new strategies and continually achieve support across the leadership team. That effort must happen continuously, not just once a year at an off-site leadership meeting.ManagementManage alignment_850bfd72-b789-11e4-be13-6f50a7982d421.1ResistanceMitigate resistance to new strategies_850bfe1c-b789-11e4-be13-6f50a7982d421.2SupportContinually achieve support across the leadership team_850bffac-b789-11e4-be13-6f50a7982d421.3Project AuthorityGive program and functional leaders the authority to stop projects._850c0060-b789-11e4-be13-6f50a7982d422Program LeadersFunctional LeadersCapacityDetermine which initiatives to eliminate to free capacity to execute new objectives._850c0128-b789-11e4-be13-6f50a7982d422.1Leaders need to make judgment calls about what initiatives to cut in order to free the capacity and mental bandwidth necessary to execute something new.FocusDecide what to stop doing to focus on new strategic initiatives._850c01dc-b789-11e4-be13-6f50a7982d422.2High-performing agencies give their leaders permission to decide what to stop doing so they can quickly focus their managerial capacity and resources on new strategic initiatives.Assumptions & BehaviorsEliminate misaligned assumptions and legacy behaviors._850c029a-b789-11e4-be13-6f50a7982d423ManagersManagers across the agency, but particularly those on the frontlines, must model and enable new behaviors to drive better, more sustained effort on new strategic objectives. The best agencies continuously unlock employee capacity and motivate ongoing effort by providing managers with the tools they need to eliminate legacy behaviors that do not directly support the new strategy.BehaviorsModel and enable new behaviors to drive better, more sustained effort on new strategic objectives._850c03da-b789-11e4-be13-6f50a7982d423.1ToolsProvide managers with the tools they need to eliminate legacy behaviors that do not directly support the new strategy._850c0484-b789-11e4-be13-6f50a7982d423.2Managers2015-02-172015-02-18http://fcw.com/articles/2015/02/16/ceb-why-strategies-get-stuck.aspx?s=fcwdaily_180215OwenAmburOwen.Ambur@verizon.net