In any industry sector, but specifically that dealing with Life Sciences one is faced with the constant challenge of how to align all these three components to generate significance added value in a compliant and efficient way. Although strategic plans are hierarchical in terms of their DNA, it’s the tactical implementation of these that will ultimately make the difference both in terms of technical achievement and financial bottom line. The transition/transformation of technical ideas to that practical implementation is not always straight forward, not the least because organizations often don’t take the time to inform and obtain buy-in from all the appropriate stakeholders. This is a major failing and in our experience is perhaps the number one reason strategies frequently run out of steam part way through their implementation. Often, these become tagged “flavor of the month” initiatives! So how can one improve this metric to be favorable, reflecting the success of a winning set of ideas and strategies?
As a foundational element for this approach within a company, you need to generate vertical and horizontal organizational synergies to assure that each functional group and individual person first understands and eventually can buy into the path forward that’s the core of the strategy. Only by assuring that an appropriate level of contact and consultation has been performed will the different functionalities first understand, then realistically negotiate appropriate boundaries and resources for the multifunctional activities involved.
Putting this type of structure in place must be a primary requirement in order to facilitate appropriate discussion, data sharing and solution building/execution. Ideally using a visual representation of this structure and rollout plan is the “best practice” way to assure clarity and comprehension of the strategy’s intent.
Key for success is to remember that only when everyone can understand and visually physically observe progress, will it become a new self-sustaining mechanism and one that will generate his own momentum. With this, enthusiasm builds, and ideas implementation becomes habitual. It is this habit-forming which will ultimately assure the success of the strategy and the winning scenario for the company’s employees.
Often the use of a consultant can be the best mechanism to facilitate this success as they can provide objective opinions about how to overcome the initial inertia required to roll out this type of approach, that can frequently be a contributor to the success of this is a winning approach.
