Preventing the pitfalls of 'Stragedy': when strategy is devoid of operational reality
Continuing our series of words we’ve made up that actually have serious business consequences, Wingmaven presents… STRAGEDY
We've all been there- a strategy that dazzles on paper but fails to make a real-world impact. This phenomenon that we’ve affectionately dubbed 'stragedy,' occurs when a marketing or brand strategy (or an entire business strategy for that matter) is developed without a clear plan for execution. Great ideas that never come to life because no one figured out the "how" result in strategy that’s more tragic than strategic.
Why does 'Stragedy' happen?
At its core, 'stragedy' results from a disconnect between strategy and execution. Teams may focus heavily on creating a compelling vision, complete with ambitious (too often corporate-speaky) goals and ideas, but forget to consider the resources, processes, and people needed to bring it to fruition. Without this practical aspect, strategy is like a ship without a rudder—full of potential but ultimately directionless.
The fallout of 'Stragedy'
Unrealised potential: A strategy that never gets off the ground means missed opportunities for growth, innovation, and customer engagement. It represents a significant waste of time, resources, and energy.
Eroding team confidence: When employees repeatedly see strategies fail due to poor execution planning, it can lead to disillusionment and a lack of trust in leadership. This erosion of confidence can harm future strategic efforts.
How to avoid falling into the 'Stragedy' trap
Don’t let Strategy live in a glass tower: When strategy development is the sole domain of those too far removed from operational reality, it’s doomed to fail. Ensure you’ve got people leading the strategic process who have actually had responsibility for implementing organisational change before- either in your business or elsewhere. Strategy developed in a bubble of ‘pure strategists’ and ‘career consultants’ is likely to result in some pretty schmick diagrams that neither inspire nor engage those required to put the plan into action.
Embed execution considerations: When formulating a strategy, think beyond the "what" and "why" to include the "how." Ensure the strategy document includes a clear roadmap for implementation, detailing who will be responsible, what resources are needed, and the timeline for each step.
Engage ‘the implementers’ early: Make sure the people who will be executing the strategy are involved from the outset. Their input can highlight potential hurdles and provide insights into how the strategy can be practically applied. This early engagement fosters ownership and accountability.
Focus on incremental wins: Break down the strategy into smaller, manageable initiatives that can be implemented step-by-step. Celebrate small victories along the way to maintain momentum and build confidence in the strategy’s effectiveness.
Put as much effort into the story as the strategy: Just because something is ‘right’, doesn’t mean people will automatically want to do it. If you’re asking people (your customers, your team) to get on board with a change in direction, you better think about what’s in it for them. And then spend time (or engage someone with the skills) to craft a compelling narrative to accompany the facts. Otherwise you and your flywheel/SOAP/[insert another dry strategic artefact] might as well pack up your bag and ball and head on home.
A successful strategy goes beyond a visionary plan; it includes a clear, actionable path to implementation, and an inspiring change narrative that takes the whole business on the journey. By bringing operational considerations upfront, focusing on practical execution, involving the right stakeholders, and celebrating small successes, organisations can avoid the fate of 'stragedy' and transform their strategies into tangible results.
Remember, the true measure of a strategy’s success is its ability to drive results in the real world.
