Delivery
From strategy on paper to strategy in action
Designing strategy is often energising. But as soon as execution starts, the issues of the day take over: operational urgencies dominate, 'today' wins over 'tomorrow', and strategy loses its steering power. What is often missing is a way of steering that systematically connects daily work and strategic ambition.
Organisations always steer along two lines: realising daily performance (run) and driving renewal (change). Because both lines need their own pace and rhythm, we align them in a governance model that fits the strategy, culture and ambitions.
We start with a short diagnosis of current governance. From there we design the governance model together with the management team, in focused work sessions. We then translate the course into concrete choices and actions per team, using a fitting framework such as OGSM. At the same time we explicitly set up governance for larger changes, so strategic initiatives land in a manageable way and at the right pace.
"What I found strong is that Jester Strategy understood us straight away, despite the complex material. They sensed exactly where our need was and translated that into an approach that worked directly in our practice."
One rhythm, one language and one way of steering. The organisation stays predictable in operations and agile in change. Strategy becomes a continuous steering process.
Frame ยท Annual rhythm
Result
P&C cycle: assurance, accountability and adjustment
Strategy does not land in execution
Run and change collide
No shared rhythm of planning and adjusting
Roles and responsibilities are unclear
The organisation is professionalising or scaling up
Need for one language for steering at every level
References
Delivery knowledge base
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