The gap between strategy and execution remains a critical challenge.
This was pointed out by lead strategy development and implementation consultant Dionne Harris in her welcome remarks at the Strategic Planning Conference hosted yesterday by Chadderton Research and Development at the
Wyndham Grand Barbados.
The conference brought together experts to address how organisations could achieve strategic synergy by aligning culture, technology and leadership in an era of constant change.
It was noted that 44 per cent of leaders were confident in their implementation abilities while 80 per cent believed their companies excelled at strategy development.
“Strategy with no proper implementation or execution is just a fantasy,” said conference emcee Harris, of Chadderton Research, setting the tone for the discussions that followed.
Organisational development consultant Corinne Finnie delivered a presentation on Navigating Transition, challenging the popular notion that employees inherently resist change.
“People will embrace change with a well-planned transition. As humans, we are very adept at change. We get new cars, our children move schools – why is it different in the workplace?”
Finnie criticised leaders who deflect responsibility by claiming “this team doesn’t like change” rather than acknowledging their crucial role in guiding transitions.
No clear direction
“As a leader, that is 100 per cent your role,” she said, adding that middle managers often found themselves “building a ship in the ocean” without clear direction or adequate resources.
People analytics expert Kerron Ramganesh reinforced these insights in his presentation on The Evolution of People Analytics in Strategic Workforce Planning, highlighting the importance of data-driven decision-making.
“Understanding your workforce is important when it comes to developing strategy. It’s kind of akin to driving with a fuzzy windscreen – you might hit the speed bump,” he said.
Ramganesh stressed the need for proactive planning, particularly regarding workforce development.
“If we’re planning to re-scale, re-tool our people, we need to put the plans in place now. We can’t be reactive.”
He described people analytics as primarily a problem-solving approach rather than merely data collection.
“Experience can only take you so far,” he said, advocating for evidence-based leadership decisions.
Both speakers highlighted the interconnectedness of leadership, culture and technology in successful organisational transformations. As Ramganesh said: “People are leaders. People comprise the workforce that defines our culture and people utilise technology for maximum benefit.”
The conference included afternoon workshops providing practical tools for change management and addressing emerging risks in the global landscape, with particular attention to wellness and leadership development.
“Executives cannot execute alone. They need their teams and, more importantly, they need their middle managers,” Harris said, reflecting the conference’s focus on equipping leaders at all levels with the skills needed to drive strategic alignment across their organisations. (DDS)
