![\"\"](\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2022\/04\/Team-Calendar-Planning_500x333.png\")
Managing strategy and sustaining a strategic management system is a multi-faceted effort and includes elements as diverse as: a) how well the organization is maintaining its focus on its strategic vision, plans and initiatives; b) whether or not people, systems, and communication activities are in place to maintain the momentum of desired change; c) establishing a sense of urgency in the workforce; d) aligning reward and recognition systems with strategy to motivate employees to do the right things; e) properly defining roles and responsibilities for \u201cchampions\u201d to keep the workforce informed about the strategic priorities and desired levels of performance; f) organizing an office of strategic management or dispersing those responsibilities elsewhere for the deployment of strategy and performance reporting; and g) instilling a culture in the organization where \u201cstrategy is everyone’s job\u201d.1\u00a0 \u00a0<\/sup><\/p>\nWhile one would think that after investing the resources needed to effectively formulate strategy leaders would do the same to effectively implement strategy, often that is just not the case. And many times, strategy execution failure is the result of a simple lack of discipline and common business sense.\u00a0\u00a0<\/p>\n
Figure 1 illustrates simple routinely scheduled strategy progress and review sessions throughout the business year that can provide organizations with intelligence to act to sustain strategic management.<\/p>\n
This simple meeting schedule might look like common sense, but it is surprising how many organizations lack this simple discipline. Nohria, Joyce and Robertson (2003) remind us that new management ideas heat up and fizzle out. So how can you tell which ones are critical for outperforming your competitors and sustaining your strategy? Nohria, Joyce and Robertson (2003) research revealed that most techniques have no direct impact on superior business performance. But what did was mastery of business basics! Hopefully maintaining this basic schedule will keep your team on track.\u00a0\u00a0<\/p>\n Nohria, Joyce and Robertson (2003) also posit that to sustain superior (strategy) performance, you must excel at four primary management practices\u2014strategy, execution, culture, and structure\u2014and any two of four secondary practices\u2014talent, leadership, innovation, and mergers and partnerships. The key to this \u201c4 + 2 formula\u201d is not which technique you choose within each practice, but how well and consistently you stick with it.<\/u> There\u2019s no recipe to follow.2<\/sup> But maintaining a regular dialog organized around these topics will help your organization continue to strive for excellence.\u00a0\u00a0<\/p>\n If you\u2019d like to learn more about strategy management, consider our Balanced Scorecard Professional Certification Program<\/a> or our strategy execution solutions<\/a>. Or simply contact us<\/a> to speak with our consulting specialists in strategy development, implementation, and execution.\u00a0\u00a0<\/p>\n Sources<\/p>\n <\/p>\n <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Some organizations lose momentum once the plan is in place. This simple review meeting schedule can make all the difference.<\/p>\n","protected":false},"author":29,"featured_media":44286,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[1791,1],"tags":[23,15],"class_list":["post-44297","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-uncategorized","tag-strategy","tag-strategy-execution"],"yoast_head":"\n![\"\"](\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2022\/04\/Different-Types-of-Review-Meetings-Needed-to-Sustain-Strategy-1024x320.png\")
Figure 1: Different Types of Review Meetings Needed to Sustain Strategy\u00a0\u00a0<\/span><\/p>\n\n