Strategy implementation and strategic controlling
Implementing the strategy and stay on course
In order to be successful, strategies not only need to be developed but also implemented with care. Many implementation processes ground upon a catalogue of strategic measurespointing out where particularly change is needed. During the process of elaborating these measures, it is essential to bring their strategic character into focus rather than their number. Should, in contrast, operative measures be also included, the catalogue gets too extensive. Conclusively, a lack of strategic focus bears the risk of losing really important levers and thus, preventing the change process.
At company level, the measures are often replaced by strategic programs or projects in order to involve the whole corporation to initiate a bundle of measures. The chronological consolidation of measures, programs and projects is specified in a roadmap.
The strategic controlling deals at first with the control of the success of the implementation of these measures, programs and projects. In addition to this, the roadmap has to be constantly updated and adjusted: the new actions need to be defined and then incorporated into the implementation process. Strategic controlling forms the connection to the strategic early warning, where changes in the environment are considered and strategic targets are scrutinized.