Strategies and plans are built to be executed

Always keep the end game in mind. 

Plant seeds of execution problems and implementation issues early during strategy formulation and corporate planning processes. The processes of defining and designing the corporate strategy are not distinct or disparate from creating and implementing the corporate and business unit plans. Know what the end should look like.

Planners should always be thinking about the following as they formulate or review the corporate strategy:

• Strategy execution and performance at the lowest organisational level from every employee’s and business unit’s perspective and limitations.
• Intended outcomes or benefits, given the internal and external circumstances.
• An exit strategy (if things do not go as intended).

Good planning enables and complements an effective strategy execution process. Involving actual doers in planning and participatory decision-making is essential for successful strategy execution, thereby securing or gaining stakeholder commitment and buy-in. 

Plans must be constantly adapted to the changing context.