Strategy-making is and remains a verb

Implement short-term actions to benefit your long-term strategy

In 2012, Elemental started as Strategy Makers. With the emphasis on making, from the vision that companies are not helped with thick plans but with tools and skills with which they can continuously develop, implement and adjust their strategy themselves. Making & realising strategy is a cyclical and agile process in which you actively involve stakeholders. Twelve years later, this is still the basis of Elementals work and its interpretation has been further developed and supplemented. 

Making strategy is a verb: from long-term strategy, to short-term execution. But how exactly do you do that?

Create an inspiring long-term strategy

An organisation's purpose describes its right to exist, its reason on earth. A long-term strategy describes what it takes to fulfil that purpose, with long-term imagination at its core. This is about creating positive contributions on all parameters; financial, customer, employees, environment and society. Therefore, include ecological and social objectives alongside financial goals. This will help your organisation not only be successful in the short term, but also remain relevant in the future.
Read more about this in the blog on the changes strategy making has gone through.

Translate your long-term strategy into a short-term annual plan

An annual plan is the key to turning long-term strategies into concrete actions. It provides direction for your organisation, ensures focus and allows successes to be measured. It ensures that everyone in the organisation knows what the priorities are. Reflect quarterly on progress. Which projects have contributed to the goals set? And then set new goals for the next quarter. Here, use methods such as OGSM or OKR to provide a common structure.

Find a balance between short-term and long-term

An annual plan should not only focus on this year's goals. It should also contribute to the long term. Some ambitions or projects need a longer breath and will not yet make a positive impact within a year. So do 'plan' the goals ahead, and look at what you should already start working on this year

Create support to increase engagement

A strategy that is driven top-down is often less successful. It is important to get input from employees at different levels. This creates more commitment. Involve them in setting goals and transparently communicate how choices are made. This way, everyone feels responsible for achieving the goals.

Make projects the drivers of your strategy

Many organisations already have a system for submitting projects. This is often done via a project plan or business case. These proposals are reviewed by the board, CFO or special body. It is important that the criteria for approval are clear. This way, employees know when to submit a project and what the chances of approval are.

In addition, the decision on approval or disapproval should be transparent. Communicate this not only to the initiator, but to the whole organisation. This helps employees understand which projects contribute to the strategy. It also makes for a more efficient process, as unnecessary project proposals are avoided.

Use data to guide strategic choices

To know whether you are on track, it is important to collect relevant data. By linking this to your strategic goals, you can measure progress. It ensures you are not working with assumptions, but with concrete insights. 

Evaluate and make regular adjustments

A strategy or annual plan is not a static document. It should be flexible so that you can respond to changes. Quarterly meetings are the perfect times to evaluate. Are you still on track? Do certain goals need to be adjusted? These regular reviews keep your organisation agile. It keeps the focus on the right priorities.

In conclusion: making a strategy is a verb

Both the strategy and annual plan are more than a document. They are powerful tools for achieving strategic goals. By evaluating regularly, creating commitment and setting clear priorities, you will make your long-term strategy a success. The annual plan contributes to short-term actions and lays the foundation for long-term growth.