In a recent meeting with one of the world’s leading insurance providers, we discussed their strategic priorities for next year.
Their plan was solid; three core priorities (and no more), with line-of-sight to business outcomes over the next 12 months….but…and as they rightly identified, it is the execution that can let it all down.
And yet we know this already. I routinely harp on about execution gaps being the killer of sales results.
The often missing step in strategy formation is the in-depth process of aligning the organisation to deliver the strategy and assigning accountability to the various groups and leaders.
This sounds obvious doesn’t it?
Many companies go through a cursory alignment and delegation of accountability but that’s not quite the same thing. The key word here is, in-depth. An in-depth alignment is far more encompassing and confronting.
As an example, often a new strategic priority must be supported by new behaviours, new skill and new actions. But what if these behaviours and skills don’t already exist in your organisation? Or what if your people are already too stretched to take on more activities? What if you don’t have the right people in the company?
Questions like these are big chunks to chew through. But they are necessary because without addressing them (and many others) the organisation may be woefully misaligned to execute the strategy.
Do you need to master this process in your organisation?
Contact me to explore how we can align your sales force…