People naturally resist change. How do you gain
team member buy-in for strategic change?
Mr. Amr: Decisions on strategy changes usually
happen at executive levels that project teams are
not part of. As these changes land on lower levels, it
is paramount for any head of group to ensure that
his or her team knows why they do what they do.
Keeping everybody informed at all stages makes
them lean and more flexible when a change in direction is inevitable. In other words, proactive communication about strategy changes starts way before the
changes take place. Project teams should always be
encouraged to challenge the reasoning behind what
they do. But when a decision is made, they are also
expected to execute it as if it was their decision.
Ms. Nuseibeh: You always need to be clear and
honest while communicating strategic change messages, and seek feedback. If you involve your team,
they’re more likely to embrace it and take ownership
of whatever they’re executing. Of course, sometimes
you might not be able to influence a person directly. In
that case, you should find someone who can influence
them—it could be a team member or a supervisor.
Ms. Buchanan: Identify tangible quick wins for
team members and answer “what’s in it for me”
before it is asked. Engage trusted and respected
change ambassadors in key areas to communicate
the change vision to team members.
How important are metrics to achieving and
communicating strategic change?
Ms. Buchanan: Metrics and other measurement
approaches help to track the progress of the portfolio against strategic targets and goals to determine
if they are achieving the expected benefits. Using
them gives a clear message to internal and external
stakeholders about what the organization values, as
well as its critical success factors.
Nearly four out of five CEOs aim to transform their organization in response to strategic challenges. But they’re worried
their teams aren’t getting the message.
FAULT Y CONNECTIONS
Sources: Closing the gap between strategy and execution, PwC, 2014; Strategy-execution survey, Strategy&, 2014
THROUGH THE STATIC
Executives who say their organization is successfully navigating change
attribute the ability to:
The top three things preventing the strategy gap
from closing are:
37% of executives believe
there are consequences for
not exhibiting the defined
critical behaviors that align
42% of executives
say parts of their
understand or resist
55% of execu-
tives believe their
not focused on
work on too
not aligned with