Se enfrenta a un dilema entre objetivos estratégicos y realidades de primera línea. ¿Cómo se puede cerrar la brecha de manera efectiva?

Strive to identify metrics and measures that have strong correlation between frontline activity and strategic goals, then communicate them frequently and transparently. This will prevent frontlines from feeling like they don’t do meaningful work. This is not trivial and will take a decent amount of effort to identify such metrics that will drive the right behavior.

To bridge the gap between strategic goals and frontline realities, start by aligning visions. 1. Begin by clearly communicating the strategic goals to frontline employees, ensuring they understand the broader objectives and how their roles contribute. 2. Engage them in discussions to gather their perspectives and insights on practical challenges. For example, hold town hall meetings or focus groups where employees can share their experiences and suggest solutions. 3. Use this feedback to adjust strategies, making them more realistic and attainable. By aligning the strategic vision with frontline input, you create a cohesive plan that is both ambitious and grounded in everyday realities.

To effectively bridge the gap between strategic goals and frontline realities, it’s crucial to clearly communicate these goals to frontline employees and explain how their daily tasks contribute. This approach ensures everyone understands the bigger picture and their role in achieving it. For instance, Starbucks exemplifies this by embedding its strategic goal of exceptional customer service into the daily routine of each barista. Rather than merely instructing baristas to follow procedures, Starbucks actively trains them to engage personally with customers. This training helps baristas understand how their interactions and attention to detail contribute to the larger goal of creating a welcoming and memorable customer experience.

This is a gap between how "strategy" is discussed at high-rise Headquarter office buildings across large teakwood tables versus what happens at a customer site in the dust, heat and production pressures (call it the "frontline"). That is because the frontline folks often are immersed in operational pressures and are excluded from strategy discussions. What is action number 1, if you are leading strategy? You show up at their location, see the heat-dust-production pressures and listen to them.

Empowering the team to make decisions and take initiative is crucial for reducing risk and enhancing overall effectiveness. When team members are trusted to act autonomously, they can respond quickly to real-time challenges, leveraging their frontline insights and expertise. This empowerment fosters a sense of ownership and accountability, leading to more innovative solutions and proactive problem-solving. By empowering the team, organizations can adapt more swiftly to changing conditions, mitigate risks through informed decision-making, and drive continuous improvement across all levels.

Bridge Strategy and Execution with Empowerment ↳ Equip with Tools: Provide necessary resources and tools to ensure teams can execute effectively. ↳ Grant Autonomy: Allow teams the freedom to make decisions that align with strategic goals. ↳ Encourage Proactivity: Foster a culture where frontline employees become proactive problem-solvers. ↳ Create Adaptability: Develop a responsive work environment, enhancing the likelihood of achieving strategic objectives.

Dont just SAY you are "empowering" someone - take ACTION that truly empower them. Because talk is cheap unless backed by credible actions. --> Remove the culture of permission-seeking to do certain, low-risk things --> Give them 3 things: money, people and time. Time here means their own bandwidth --> Dont micro-manage their work, instead abstract yourself to higher level questions as a "coach" --> Use AUTHORITY with FRUGALITY

Implementing a robust monitoring system with clear, measurable targets and review performance data regularly is key to meeting strategic goals. BIG CAUTION WITH METRICS: Jack Welch famously mandated that every GE business unit had to be either #1 or #2 in their market. If they weren't meeting that standard, leaders would be replaced. There is evidence that GE leaders under Jack Welch manipulated market size data to show they were #1 or #2 in their respective markets. Legend has it that at one point the GE Nuclear business claimed to have 100% of the control room business in new facilities despite the fact that a new facility hadn't been built in the US in 20 years. Lesson: be clear on the discretionary boundaries of business leaders.

We work in a dynamic environment where customers have options, and things change fast. It's crucial to know where frontline people are facing problems and to understand which strategies are working and which are not. If an employee has a solution, we should not hesitate to implement it, as being rigid doesn't help and can lead to employee demotivation over time. Feedback on a regular basis is a best practice for same.

Strategic goals are typically long-term, taking a holistic view of the organization's direction. However, stakeholders often focus on short-term outcomes and immediate results due to frontline realities. Boards must balance these differing priorities. If the sector appears stable in the long term, strategies should prioritize long-term goals while also addressing short-term needs. Conversely, if the sector is experiencing disruption from new players, prioritizing long-term growth may require sacrificing some short-term gains.