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The development of strategy and the planning of its
delivery should never be discrete or sequential tasks. Rather, an
understanding of the delivery environment, particularly any constraints,
should inform strategy work, such that only implementable strategies are
developed.
It is important that the strategy team have a realistic
expectation of the degree of change that their strategy will require and
confidence that this can be achieved. Realising the full benefit of these
changes will require an active approach to change
management.
New policies often require institutional
change, through changes to the structures, processes and
culture of an organisation. It may be appropriate in certain circumstances
to create and entirely new organisation to deliver the new strategy.
Given the significance of the delivery process to the success of the
strategy, no strategy project should conclude without an agreed
implementation plan. Designing an implementation
plan is a means of documenting what needs to change, assigning
responsibilities, and imposing deadlines.
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