In most organisations we have come across, the C-suite handles the thinking and planning, and then tries to convince the rest of the organisation that what they’ve come up with is worth doing – leaving much of the “doing” part up to the rank and file employees. Over time, the “thinking and planning” become further divorced from the “doing”, to the point where irreconcilable differences result in the dissolution of the effort. It’s an arranged marriage with all the accompanying chances for success.
With this in mind, it stands to reason that a viable solution to the larger problem of strategic plan failure is alarmingly simple: involve the entire team in the strategic thinking, strategic planning and strategic doing. Single team, single process. Divide either and you’re left picking up the pieces of a failed plan.