Approaches to Strategic Planning


Turning strategy into reality



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6. Turning strategy into reality

The content of this page is drawn, in part, from the ©Farsight Leadership Ltd 2009 organization (http://www.farsightleadership.com/ ). This contribution is gratefully acknowledged. The Farsight Leadership organisation suggests that making sure that strategy translates into practice is dependent on:



  • motivational leadership - which concentrates on achieving sustained performance through personal growth, values-based leadership and planning that recognises human dynamics

  • turning strategy into action - which involves a phased approach, linking identified performance factors with strategic initiatives

  • performance management - i.e the construction of organizational processes and capabilities necessary to achieve and measure performance through people delivering results

  • Read and think about the following extract, in relation to your own experiences in voluntary and community organisations: "A Fortune Magazine study has shown that 7 out of 10 CEOs who fail, do so not because of bad strategy, but because of bad execution. Most companies have strategies, but according to recent studies, between 70% and 90% of organisations that have formulated strategies fail to execute them. In another study of Times 1000 companies, 80% of directors said they had the right strategies but only 14% thought they were implementing them well. Only 1 in 3 companies, in their own assessment, were achieving significant strategic success. The message is clear - effective strategy realisation is key for achieving strategic success."

How does strategy-evaluation (if it exists) feed into future planning and development? Does your own organisation have ways of evaluating how effectively it's strategies are being implemented?




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