No strategy has ever failed in its implementation, which is always consummated in nice three-ring binders and colored tabs. No, strategy fails in its implementation because none of the executives on that wonderful retreat weekend have come down out of the abstractions yet.
Someone has to help translate strategy into reality, and if it’s not HR, it’s going to be an external consultant doing the job in your place. Trust me, I know.
Corporate objectives must be simplified and categorized into pragmatic individual objectives. The evaluation process, the local objectives, the reward system, the communication loops, and most other organizational processes must be aligned. HR is in a great position to do this in theory, but in practice HR professionals usually abdicate the responsibility.
Vision is meaningless if people can’t see it, no pun intended. To be “the finest food flavoring company in the world” or “a world class petroleum distributor” means nothing if people don’t know which of their actions and decisions actually support the initiative.
HR is too often left out of those cushy strategy retreats, and is therefore unable to ask the executives, “That’s nice, but how do we make that real for our employees?” To use Bob Mager’s famous dictum, “How would we know it if we fell over it?”
Most strategies fail. Most acquisitions are unsuccessful. Most mergers don’t work. We’re being kept afloat by a wonderful economy that paints over all but the most egregious mistakes. It’s a good time to start raising consciousness about how to implement successfully.
Don’t put your blessing or endorsement on a bizarre vision or unreachable goal. The unreachable star makes for fine music and romance for Don Quixote, but it’s a lousy way to run a business.

© Alan Weiss 2000


Alan Weiss is the author of 13 books, including Million Dollar Consulting and The Unofficial Guide to Power Management. Reach him at http://www.summitconsulting.com, alan@summitconsulting.com, or 401/884-2778.