Warum gute Strategien ihre Wirkung verfehlen?

Ein interessantes Fundstück – eine Studie der Economist Intelligence Unit, unterstützt vom Project Management Institute (PMI).

Im März 2013 wurden knapp 600 Senior Executives nach den Hindernissen bei der Implementierung von strategischen Initiativen und deren Umsetzung in die Praxis befragt.

Dabei seien hier vier wesentliche Ergebnisse genannt:

  • Senior executives recognise the importance of strategy implementation, but a majority admit that their companies fall short: Eightyeight percent of survey respondents say executing strategic initiatives1 successfully will be “essential” or “very important” for their organisations’ competitiveness over the next three years. Yet 61% of respondents acknowledge that their fi rms often struggle to bridge the gap between strategy formulation and its day-to-day implementation. Moreover, in the last three years an average of just 56% of strategic initiatives have been successful
  • C-suite executives are often missing in action. Survey respondents say the number-one reason for the success of strategic initiatives at their organisation is leadership buy-in and support. Nevertheless, only half of those surveyed say that strategy implementation as a whole receives appropriate C-suite attention. Moreover, 28% admit that individual projects to implement strategy do not typically obtain the necessary senior-level sponsorship. Such a lapse in leadership inevitably decreases the ability to implement strategy.
  • A majority of companies either lack the skills or fail to deploy the personnel needed for strategy implementation. Only 41% of respondents say their companies provide sufficiently skilled personnel to implement highpriority strategic initiatives. Moreover, just 18% say that the hiring of people with the necessary business skills or leadership talent to drive strategy implementation is a very high priority at their fi rms, and a mere 11% say the same of developing those skills among existing executives.
  • Success results from working at implementation in a variety of ways, but the financial rewards justify the effort. There is no silver bullet to achieve better strategic implementation, but companies that rate themselves highest in this area share a range of characteristics. They report greater levels of Csuite involvement, better feedback mechanisms, more resourcing—particularly providing human resources—for initiatives and more-robust processes. Their efforts produce strong results: 65% of these companies also report much better financial performance than their peers, compared with just 18% of other companies that say the same.

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