1. Clearly state your strategic intent

This isn’t always easy. Many companies move along under their own momentum without a clear plan. Does your organization have a written strategic plan? Is the content of that plan vetted by senior team members? Is the substance of the plan actually reflective of day-to-day initiatives? The T. Swords methodology begins with an in-depth evaluation process to answer questions like those and many more.

This in-depth analysis and evaluation provides you and your senior team with a clear-eyed, objective analysis of your company’s strengths, weaknesses, market opportunities and threats -- all the elements you require to have top-of-mind prior to building an actionable strategic plan.

Define your strategy with the full participation of the executive team We’ll rigorously assess the extant strategy, taking the “300 good ideas” that are often in play and crystallize what will be the “top 3” strategic pathways. Then, we’ll flesh out these pathways with clear goals and metrics across financial, customer, process and organizational objectives.

The goals:

1. Ensure customer focus and market validation. Together, we’ll test an early version of the strategy map with some of your key customers. We’ll gain the benefit of their insight, their reactions to what you are planning, and even their ownership for your success.
2. Get the Board on board by testing the draft strategy with it. If not now, when?
3. Involve the organization early in the process to build buy-in and momentum. Also, get early feedback on implementation barriers that are most readily apparent to the front line. We’ll use focus groups two-to-three levels down in the organization to get broad input and involvement in crafting the strategy.

2. Align the organization

Take a good look at your organization Do the core activities of you employees mirror the “critical few” initiatives you require to bring you greater success to your enterprise? Are their efforts in alignment with the clear goals articulated in #1?

We facilitate any efforts you require to design or redesign the work processes necessary to execute on your plan. In preparation, T. Swords can identify and label your core procedures, illustrate the interactions among your various teams, develop clear performance criteria for the work processes, including metrics and performance targets.

By identifying responsible parties accountable for core activities, you will find yourself well on your way to aligning your human resources -- and technology -- with your new strategic plan.

3. Prioritize work and resources

Creating a target-driven implementation roadmap This is the T. Swords key to identifying where you want to be in three years. We take the roadmap and then “back-plan” interim targets for your consideration and refinement.

Right-resource your critical initiatives—and postpone the rest. Realistically prioritize and pace projects by comprehensively assessing their impact and resource requirements—and setting clear executive accountability.

4. Make strategy everyone’s job

Over-communicate -- and celebrate -- your new strategy Many of our most successful clients plan a launch day theme for their new strategy. By bringing everyone on board, you give your employees a chance to experience their role in a larger context. Through a dynamic hands-on internal communications process, you can facilitate executive and employee alignment.

Through shared ownership, you will provide focus and enthusiasm, fresh energies and a passion for implementing the plan.

Integrate your strategic approach into day-to-day activity Let your strategy help you run the business, build budgets, approve projects, set management agendas, provide performance management processes, set the standards for your training programs—and approve compensation plans.

Aim for all of your management systems to be mutually reinforcing in order to keep everyone focused on successful implementation.

5. Continuously tune strategy

Monitor your strategic plan at least once a quarter Your strategy is only as good as your business model. Has anything changed in the last quarter to affect your profitability? Do any new competitors provide fresh obstacles to your success? For a strategy to keep on giving, it requires a periodic check-up to see if the assumptions and answers provided in #1 Clearly state strategic intent still hold true.