"The Eight Challenges of Strategic Implementation", Alan Brache, Nov. 21, 2002, 8:45 a.m.

Alan Brache, Partner and Executive Vice-President, Kepner-Tregoe, at "Strategy on the Edge: Charting the course in turbulent times", Strategic Leadership Forum, at the Design Exchange, Toronto, Nov. 21, 2002, 8:45 a.m.

These participant's notes were created in real-time during the meeting, based on the speaker's presentation(s) and comments from the audience. These should not be viewed as official transcripts of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. These notes have been contributed by David Ing (daviding@systemicbusiness.org) at the IBM Advanced Business Institute ( http://www.ibm.com/abi).


Alan Brache

[Alan Brache]

Clarification, when thinking about his career, not beyond next Thursday, but does think beyond.

Focus not on strategy formation, but on strategy implementation.

Session objectives:

The enterprise model

Nine levers of performance.

1. Start from strategy:

2. Within strategy, need to put the right business processes into place

3. Goals and measurements. (below, first of 5 boxes)

4. Human capabilities: (second of 5 boxes)

5. Information or knowledge management: (third of 5 boxes)

6. Organizational structure:  (fourth of boxes in a row)

7. Culture: (fifth of 5 boxes in a row)

8:  Above strategy, leadership

9.  At bottom, issue resolution:

Thus, strategy, plus eight strategy implementation boxes.

Frustration:  organizations tend to take medication, without diagnosis.

Second frustration:  involved a lot in change programs that don't reach their potential.

Finding a component view of the world

Strategy, off in the corner, for the leader; people taken care of by HR; information by IT, ...

A strategy formulation and implementation process

Phase 1:  Strategic Intelligence Gathering and Analysis

Phase 2:  Strategy formulation

Phase 3:  Planning

Phase 4:  Strategy Implementaiton

Phase 5:  Evergreening

There are a lot more good strategies poorly implemented, than weak strategies weakly implemented.

In each of the nine components, some questions to think and assess who much your organization is aligned.

Strategy:  a framework, a context, about choices.

Business process is central, a cornerstone of strategy implementation.

Goals and measurement

Human capabilities

Information / knowledge management:

Organizational structure and roles:


Issue Resolution:

Right leadership?

There are additional types of strategy implementation projects


Spend some time on issue resolution?

Challenges of business processes and organizational change?  Business process first, and then organizational change second.



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