Strategic plans are constructed at executive level so it must be kept in mind that the results must also be achieved at executive level and need to be seen as the responsibility of those same individuals.
A high-performance plan tends to have many levels built-in and as such would also incorporate a number of people within the company or business group. Therefore although the various departments along the line have the opportunity to play a part in the execution of the plan they, as individuals or departments, are not the people that would be specifically responsible for the success or failure of the results.
These people as individuals or departments working within the company, are sometimes even more capable of achieving that greater goal by being left to focus on their own specific targets. This way they are not distracted by the efforts of other team players that may not be performing as well.
The other point to keep in mind is that if the execution plan had been well-laid out, the completed pieces of the puzzle should connect well, and be able to deliver a successful outcome as a whole. In this instance, it would not be unusual for the lead players to receive the praise for the strategy. Once again, that is why you would consider it also the fault of those same executives if the outcome yielded an unfavourable result.
In order for a strategic plan to be successful. The units of action would also need to include an aspect of how the execution would need to be actioned and would also specify where the various departments would fit in as partial players in the overall picture.
Standard Operating Procedures
Standard Operating Procedures are the best way to implement this type of strategic structure. In this way, each major element of the plan can be associated with a particular person or department. And, within those departments the actions that would be necessary to achieve these goals would be presented to them in a level by level structure.
As an example, Department A will be responsible for the implementation of Section A of the overall plan. Section A is clearly set up in the Standard Operating Procedure.
We then look within Department A to find out what needs to be done. Department A would have a team leader who manages the operations to make sure that the tasks are completed to the necessary standards.
We find that Department A has four items that need to be accomplished by three people. Those three people are given their relative instructions. With their instructions clearly set out in Level 2 of the Standard Operating Procedure, these people are able to proceed in the fulfilment of their tasks.
For everything to come into place, all tasks need to be monitored and analysed so that adjustments can be initiated as necessary. As we have already established, the final results or failures are the responsibility of those at the head of the team at executive level. For this reason, any adjustments to the strategic plan, at any stage would need to be communicated and approved at executive level.
With the assumption that all players, at all levels of the strategy accomplished their desired results, the overall plan would be achieved with optimum level results.