When you are preparing a comprehensive training program for your staff, strategy is key. The strategic management process includes several stages, including the formulation and implementation phases.
Once you craft a viable learning and development (L&D) strategy, figuring out how to implement it successfully can feel like a challenge. Luckily, by taking a methodical approach, you can handle the transition with greater ease.
If you are wondering how you go from crafting a strategy to implementing it, here is what you need to know.
TRANSITIONING FROM STRATEGY FORMULATION TO STRATEGY IMPLEMENTATION
When you are developing a new strategy, the process is incredibly mental. Often, ideas take shape somewhat at random but are then logically analyzed to determine which approaches will be most effective, cost-efficient, and appropriate for your organization. Then, a plan is created, dictating what will and will not become part of the L&D program.
Typically, upper-level management is highly involved in crafting strategies but, when it comes time to execute the plan, functional managers usually have to take the reins. This adjustment alone can be complex, as functional managers have to make upper-level management’s vision a reality.
However, if the strategy is well-crafted, it serves as a roadmap, allowing those who are responsible for implementation to move forward. At times, functional managers need to break the strategy down into logical steps, particularly if certain portions of the plan require other segments to be in place before they can be added.
Usually, implementation is a two-fold process initially. First, any infrastructure, tools, or programs that are needed have to be added or made available. Second, managers need to be prepared to be champions of change, relying on their leadership capabilities to secure buy-in from everyone who will be affected and updating any procedures that will shift once the new program is in place.
In many cases, leadership teams also need to make training available to staff members. That way, everyone has a solid overview of the program before they have to rely on it.
Ideally, a staged approach to implementation is the easiest to manage. Essentially, by identifying step A, step B, and any additional steps between where your company is now and where it needs to be, a flow for the implementation process can be outlined. Then, by following the path, everything can move forward in proper succession, ensuring each step is tested for effectiveness and technical issues are resolved at the right time.