In my past two posts I have described the most essential elements to consider when creating a strategic plan, and a process to achieve successful outcomes. In this third and final part of the series I’ll describe a simple process for translating strategy into highly measurable action plans, and how to keep your plan updated and relevant in real-time.
If you saw our recent study in The New York Times, you already know the shocking news that in 42% of organizations, high performers are less engaged than low performers. But there’s a great deal of confusion over what motives people to be engaged. For example, 89% of managers surveyed believe that money is the biggest reason employees quit. But 91% of employees surveyed say money had nothing to do with their decision to leave an organization. Maybe your people want certain hours, more flexibility, better benefits, or career advancement. Then there are the folks who just want to do their current job without being pushed to climb any higher. And even the best talent can stop giving their best effort when they can’t stand their boss or they dislike their coworkers.
That's the question that led Michael E. Raynor, Deloitte Services LP Director, and Mumtaz Ahmed, Chief Strategy Officer at Deloitte LLP, to start a passionate investigation. Their goal was to discover what the world's highest performing organizations had in common and understand the factors that were essential for them to assume their position as leaders in the business world.