Design and rollout of a strategy implementation programme

An international manufacturer of steam generation equipment wanted to embed its strategy more firmly throughout the organisation. The central question was: how can we ensure that the strategy is widely supported within the organisation and translated into day-to-day actions? The underlying questions focused on:

• strengthening collaboration within and between different management levels;
• refining the shared strategy and strategic objectives based on the needs of the market and employees;
• inspiring the organisation with a clear vision of the future and the path towards it;
• translating the strategy into (new) ways of working in day-to-day practice;
• strengthening personal leadership.

Bright & Company developed and guided an organisation-wide strategy implementation programme, centred on five interconnected steps.

1. Building a strong leadership team. We invested in securing management commitment through individual and group coaching, among other activities.
2. Developing a compelling story. Together, we created a convincing narrative explaining why the strategic direction was both necessary and desirable, while reflecting the strategic challenges and the needs of employees and customers.
3. Translating the strategy into practice. The strategic direction was translated step by step into the different parts and levels of the organisation.
4. Strengthening knowledge and skills. Employees and managers worked on developing the knowledge and skills required at all levels of the organisation.
5. Aligning systems. Ensuring that systems support the strategic initiatives.

The five steps formed part of a broader organisational renewal programme. Bright & Company provided overall coordination, ensured alignment between the different activities and supported the organisation throughout implementation.

The organisation now has a clear and widely supported strategic direction that guides day-to-day decision-making and management.

The renewal programme has also delivered tangible business results. Productivity increased, unit costs decreased and a higher proportion of quotations resulted in orders. Employee engagement also improved.

As a result, the strategy has not simply been documented, but has been translated into changes in behaviour, better collaboration and measurable results.