How to improve your strategy operating system

Defining what a strategy operating system (OS) looks like for your organization is an important step. It reframes your strategy discussions, moving from a static plan (and tools) to a system that is dynamic in nature, supporting you in building focus, regular cadence, and feedback loops.

The beauty in implementing a strategy OS is that they look different for each organization – what works well for you might not directly translate to another business. But, this can also cause confusion…

Simply understanding how your OS should function won’t guarantee excellent performance. Working with your OS, tracking progress, and then combining this with new knowledge of how it impacts your business (which areas, how outcomes are affected, what needs improving) will help you truly integrate your strategy OS to the point it becomes second nature.

Improving your strategy OS means, overall, it will fit better with your exact needs. Which, in turn, will reduce reliance on your older, less effective processes. A strong strategy OS requires a strong foundation to support it. Think of it as your OS needs its own OS – especially if you’ve got big changes to make and ambitious goals to achieve.

The risk

Whenever anything new is introduced – whether it’s software or new processes – it can be hard to expect colleagues to immediately change their habits and accept their new way of working. There is always a risk of manual processes creeping back in, eventually causing issues such as miscommunication and misalignment in your execution phase.

There could also be an expectation that as soon as your new, shiny operating system is introduced, all of your previous problems will be resolved. And that’s still a viable possibility. However, it’s far more likely that you will need to educate teams on how to get the most from your strategy OS – and account for making optimizations along your implementation journey.

An OS for your strategy OS

An important part of your strategy operating system, which is often overlooked, is how you enable that system to function. You can choose either traditional methods (such as implementing new processes and schedules) or something more modern – technology.

When you’re building a successful business, you understand that you need different functions for it to operate effectively, with each function having their own set of processes and tools enabling them to do their jobs. The same is true for strategy. Strategy should be considered an additional function within your organization, despite not always being its own department.

Introducing software as part of your strategy OS gives you a focal point that will underpin (and bring together) this change in your attitude towards strategy, as well as your internal processes. Using technology to support your new OS removes the risk of miscommunication and working from outdated information, while simultaneously improving alignment and visibility across the organization.

Benefits of using strategy software

Moving to a strategy operating system can bring various benefits to your organization, especially when enabled by appropriate technology that allows your new way of working to function seamlessly.

Dynamic strategy

A recurring issue in strategy planning and execution is that strategy is treated as a static plan. Modern day strategy is far more dynamic in nature, and should be viewed as such. Using strategy software within your OS means, rather than relying on documents, spreadsheets, and slideshows, you will now refer to a single source that contains all the information you need. Teams can work from current data and trust that it is accurate, particularly in rapidly changing market conditions, leading to better outcomes.

Alignment

Using one verifiable source will create a shared view of strategic priorities. Teams and individuals can quickly check the software to understand progress and next steps, without needing to speak to everyone involved outside of set project meetings. This also removes siloes between teams to improve communication and, ultimately, alignment.

Improved learning

Thanks to strategy software’s dynamic approach, project leaders will be able to identify issues and risks within the execution phase sooner compared to relying on static data. The software should be updated regularly with findings and outcomes of each activity, meaning it is easier to understand what is working well and what needs optimizing for the future, strengthening the ability to make data-driven decisions.

A joined-up approach

By linking objectives to initiatives, milestones, and outcomes, strategy software removes the manual effort involved in execution to improve internal efficiency. Progress is visible in real-time, making it easier to highlight if you are experiencing difficulties with alignment. This holistic view of strategic progress – accessible to all project stakeholders – can also improve buy-in among teams by showing how each activity contributes to your overarching goal.

Common challenges in implementation

Introducing new ways of working can also introduce challenges. However, this is usually due to a lack of understanding and internal support for the change. Much like strategy, implementation is an iterative process, improving through constant learning.

Lack of training

Without adequate training on how the software works, how it can help execution, and your reasons for this new way of working, you will struggle to successfully embed it into your strategy operating system. For implementation to be successful, you need to teach users how to use the software in the most efficient way. Understanding the software, and reasons for use, will convince users of the benefits as they can then experience them for themselves.

Familiarity

Whenever anything new is introduced, it can be tempting to go back to the tried and tested methods of working. When we are unsure of something, we seek comfort and choose the ‘easy’ route – especially if change can take a while or the benefits are not immediately understood.

Unclear roles

Using strategy software requires a clear definition of roles and responsibilities. For example, who will update the information in the software, how progress is measured, and how you track outcomes. Throughout implementation (and beyond), roles should be defined so there is no confusion over responsibilities, reducing the risk of miscommunication or misalignment, and ensuring your software is used to its full potential.

Conclusion

Implementing a strategy operating system into your organization is about formalizing and improving your existing processes around strategy planning and execution. When strategy is viewed as a system, it moves from a static, set-and-forget exercise, to a dynamic and iterative process – building on your existing foundations to help you achieve your ambitious goals.

Using software as part of your strategy OS can smoothen this transition, by providing you with a single source for all strategy-related updates and removing siloes between different departments. Initial introduction might pose some challenges, but these challenges also offer new opportunities to learn and enhance both your planning and execution.

Technology that’s built with strategy in mind – and not general-purpose, static tools – gives you the required infrastructure to succeed. Improving your strategy OS isn’t strictly about overhauling the whole system. Incorporating specific software into your OS can streamline these processes, making you more efficient as a team, ensuring that you are all working towards the same end result, together.