Most organizations devote a lot of time and energy to strategic planning. For some, however, it’s the beginning of the end. They create insightful plans to help achieve business goals only to watch those efforts squandered in implementation stages as their organizations fail to execute. According to some estimates, more than half of all strategies fail to launch.

While most every company has an overarching strategy, many do not have disciplined processes for executing their plans. Those companies that do successfully bridge the strategy-to-execution gap share some common characteristics – and provide lessons that can help any organization overcome obstacles to implementation.

Common traits of “strategy-successful” organizations

There is little separation between those who plan and those who execute. At strategy-successful organizations, the same individuals responsible for breakthrough strategic ideas are also responsible for executing them. As a result, all the while they are formulating strategy, they are mindful of how those plans will actually be executed. They can also evaluate whether the right systems and resources are in place to support any plans before they’re finalized.

Involvement and ownership of execution occurs at all levels. Managers and employees throughout the organization own the processes and actions that are fundamental to effective execution. Additionally, there is clear accountability for decisions and activities throughout implementation.

The organization’s leaders display behavior consistent with strategic priorities. It’s a basic and unchanging tenet: If management isn’t acting in support of the new strategy, employees won’t either.

Strategic priorities are reflected in budgets. Without funding for key strategic initiatives, organizations won’t have the resources needed to deliver on their strategic plans.

Controls are in place to ensure change occurs. Any process for successful execution requires adequate controls. They help provide feedback, reinforce the plan’s implementation methodology, provide adjustments and corrections, and help bring the strategy to its fruition.

Incentives and compensation are linked to strategy. Incentives help motivate the right workplace behaviors – i.e. those that are consistent with desired execution and strategy outcomes. Performance appraisals, compensation, and rewards must also reflect and support the objectives.

There is a deep commitment to communication, information sharing, and knowledge transfer. Poor communication is often the biggest obstacle in implementation. Many initiatives fail because no one bothers to communicate the objectives beyond management level. Or if they do, the communication isn’t in terms employees can understand.

Strategic objectives must be taken from out of the planning binders and translated into actionable, operational goals that are easily understood by employees. A shared understanding of what the desired future state will look like, as well as what the present expectations are must be established.

Additionally, progress toward execution achievement is shared across the organization. In this way, everyone is on the same page and everyone clearly understands what actions are needed – from them and their colleages – in order to achieve the organization’s strategic goals.