A CLOSER LOOK AT
Most companies have strategies, but as leading researches prove, not much more than half of them achieve significant strategic success. The true value of strategy lies in its realization. 61% percent of respondents* admit that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation. Unlike strategy formulation, strategy implementation entails more time and employees involvement and cannot be achieved by top management alone. It requires the collaboration of everyone inside the organization and, on many occasions, parties outside of it. While formulating a strategy is usually a top-down endeavor, implementing it requires simultaneous top down, bottom-up, and across efforts.
----The Economist Intelligence report 2013
For the last 9 years of our consulting activity in Asia and Europe, we’ve carefully observed and analyzed dynamics of successful and unsuccessful local strategy implementation processes and initiatives of multinational organizations. We’ve discovered what factors determine high effectiveness in this uneasy manage-ment field and have successfully co-designed and executed more than 80 consulting programs aiming to facilitate and accelerate strategic change imple-mentation. A combination of facilitation, advisory and design services gives us an ability and confidence to build a comprehensive consulting solutions, well adapt-ed to individual business cases and cultural background.
CONNECTS MACRO AND
OF GOOD BEGINNING
Works well on macro and micro level – from c-suite executives alignment to individual employees engagement
into strategy. Facilitates
strategy information flow in both directions: top-down and bottom-up.
It particularly focuses on using the momentum of first phases of strategy implementation (local strategy adaptation, its communication and official launch).
It is based on deep understanding of the nature of organizational change and employees ‘engagement psychology. Effects cognitive, emotional and behavioral aspects of change.
Its logic enables both facilitation and acceleration of organizational change - it consists of fundamental implementation building blocks and additional acceleration blocks.
STATIC. DYNAMIC MODEL
Designed and developed by Teamacting professionals, Static.dynamic model facilitates understanding of change complexity, and scale of efforts that need to be activated to reach strategic success. It’s the key model that supports creation of our comprehensive consulting solutions (programs). It is based on assumption that there are two main kinds of factors that determine successful strategy implementation (organizational change) – static and dynamic.
Companies tend to allocate more time, resources and general attention to static elements of change. In Teamacting we pay attention to and provide consulting support in both static and dynamic aspects of change, as they are closely interrelated and both have a tremendous impact on change project success.
In organizational context all static factors are represented by clearly defined: strategic goals; norms of behavior; purpose, vision and ambition statements; models (like corporate leadership model); communication plans and tools etc.
Simply put, static factors represent everything we are able to define and set as a standard, desirable action or behavior. They can be defined and measured.
Dynamic factors are more difficult to implement and develop, are time consuming and hard to measure, but they bring all the ‘static effort’ into movement and that’s where magic happens!
They are represented by e.g. co-generative way of working; creation – activation - evolution of program’s guiding coalition; empowerment of leaders of change in powerful communication, using storytelling and role modeling; adaptation of organizational culture to business strategy.
Dynamic factors are not easy to grasp, are intangible. They manifest in people’s impact on actions and emotional responses of others.