Implementing strategies and policies

Abstract

Purpose

This article aims to report findings relating to strategy and policy implementation of a five‐year investigation of different approaches to transforming performance.

Design/methodology/approach

The investigation draws on a program of research studies to identify critical success factors and what high performers do differently in areas that contribute directly to key corporate objectives. It involves examination of the results of early adoptions of performance support, a “bottom‐up” approach that can simultaneously boost productivity, cut support costs, speed up responses, reduce stress, facilitate learning and quickly deliver large returns on investment.

Findings

The findings suggest many boards should devote more attention to implementation. Top‐down and “command and control” leadership can be less effective than cheaper, quicker, less disruptive and more supportive routes to creating high performance organizations.

Originality/value

Rather than focus on motivating and leading, perhaps there should be more emphasis on helping and providing the assistance people – including customers – need to achieve their and corporate objectives. “New leadership” favors approaches like performance support that deliver multiple objectives, are flexible and adaptable, and enable key work groups to be current, relevant and competitive during transformation journeys. A more affordable and quicker way of changing “front‐line” behaviors is identified. Wider adoption could help boards avoid gaps between aspiration and achievement.

Citation

Coulson‐Thomas, C. (2013), "Implementing strategies and policies", Strategic Direction, Vol. 29 No. 3, pp. 33-35. https://doi.org/10.1108/02580541311304643