The Strategy Activation Process
Activation is Key
Congratulations! You’ve brought the best minds together and crafted the perfect strategy. However, you’re remembering that last strategy that didn’t take, which everyone thought was perfect, too.
What you really need is an activation expert. Conveniently enough, we just happen to be that very thing. We’ve been at it for three decades, give or take, and could easily overwhelm you with client testimonials of the glowing kind.
At the heart of our expertise is the Strategy Activation Process. Decades in the making, it’s based on the fundamental belief that people are at the heart of any organization, and only a process that engages each of them intellectually, emotionally, logically, and meaningfully will result in the strategic success you desperately crave.
Eight Steps to Making One Giant Leap
The Strategy Activation Process was (and continues to be) developed over the last 30 very odd years, and has proven itself worthy to over 900 organizations worldwide. Based on the radical-but-shouldn’t-be idea that people are the heart of any company, our process engages them to understand the whys, whats, and hows of your new strategic initiative.
The Strategy Activation Process
Define your reality
Remove those rose-tinted Ray-Bans and take an unfiltered look at the state of your company, its customers, the competition, and everything else that affects your success. The truth may sting, but it hurts less than failure.
Define your reality
Remove those rose-tinted Ray-Bans and take an unfiltered look at the state of your company, its customers, the competition, and everything else that affects your success. The truth may sting, but it hurts less than failure.
Developing a compelling future state
Don’t be squishy. If you want everyone to understand where you’re going, leadership must create a clear picture of the destination. It helps if you banish buzzwords.
Define and align on strategic critical priorities
What needs to happen and when, and who’s responsible for doing it. You have a leadership team – make sure they’re not only in alignment, but ready to take action and hold one another accountable.
Define and align on strategic critical priorities
What needs to happen and when, and who’s responsible for doing it. You have a leadership team – make sure they’re not only in alignment, but ready to take action and hold one another accountable.
Ensure behaviors and culture support the vision
How are leaders going to walk the walk instead of just talking the often-ignored talk? Actions speak louder than meetings, so make sure everyone adopts the new corporate ethos. And knows what “ethos” means.
Create broader leadership advocacy
Whether by title or talent, success comes easier when you enlist every leader at every level of your organization to help show the way to change.
Create broader leadership advocacy
Whether by title or talent, success comes easier when you enlist every leader at every level of your organization to help show the way to change.
Get everyone in the game
Your initiative is too critical to tolerate spectators, lookie-loos, or boo-birds. Get everyone giving 110% by appealing to both their hearts and minds with engaging stories of the why, what, and how of the process – and their vital roles within it.
Organizational hardwiring
Change that sticks is more than skin-deep. Not only must your policies, procedures, compensation plans, and other structures reflect the new direction, but you must promote the skills among managers and frontline employees that turn new ways of acting into the only ways of acting.
Organizational hardwiring
Change that sticks is more than skin-deep. Not only must your policies, procedures, compensation plans, and other structures reflect the new direction, but you must promote the skills among managers and frontline employees that turn new ways of acting into the only ways of acting.
Build strategic skills
No rest for the rockin’. Another round of change is always on the horizon, so equip your leaders, managers, and the front line to tackle it as effectively as possible.
“Your techniques and approaches have helped us connect strategic priorities to actual field execution in many different ways. From mindset changes to role changes, to margin and customer improvements, you have helped us crystallize our approach – ensuring that we engage our teams in a ‘Socratic way’ to gain commitment and great execution.”
COO, Taco Bell
