1. Situation

A leading IT company in the Middle East, confronted a pressing challenge: translating their overarching long-term strategic vision into actionable initiatives in the short- to mid-term. While they possessed a forward-looking vision, there was a distinct gap in operationalizing it into day-to-day business activities. The recently appointed Head of Strategy faced additional challenges in establishing a cohesive strategy team and securing buy-in from the CEO and other senior stakeholders. This situation made effective strategy implementation even more complex.

2. Approach

To bridge the gap between long-term vision and short-term action, we initiated a thorough evaluation of the company’s strategic framework. This examination was pivotal in identifying areas for actions and devising ways to create alignment. Recognizing the importance of securing executive and stakeholder buy-in, we facilitated ongoing topic sparring sessions with the Head of Strategy and key stakeholders. This approach ensured that the strategy became a collaborative endeavor, ensuring both clarity and shared commitment.

Further, through interactive workshops, we helped the new Head of Strategy in building and bolstering the strategy team, ensuring they were equipped to turn the company’s vision into actionable roadmaps. Once stakeholder alignment was achieved, we defined a Strategy Program Organization, ensuring every member understood their role and the broader objectives. This clarity was essential in transitioning from a high-level vision to actionable milestones.

Understanding the importance of phased execution, we developed an implementation roadmap segmented into three consecutive waves. Each wave targeted specific strategic facets, providing a clear path from vision to action. To ensure that the strategic objectives were being met, we established a robust reporting format and defined a set of KPIs, allowing leadership to monitor progress and intervene when necessary.

3. Results

The company experienced a transformative shift in its strategic implementation. The gap between the long-term vision and immediate action was bridged effectively. The Head of Strategy succeeded in not only building a competent team but also securing buy-in of senior stakeholders, including the CEO. By segmenting the implementation into three waves, the company ensured a phased, controlled, and systematic implementation. The KPI-driven approach allowed for continuous performance evaluation and layed the basis for required course corrections along the way.