Once the strategy is known and established, it is often a matter for the management to clarify the path to bring it to fruition, often over several years.
It is this path that the corporate vision must reflect in the first place. Some companies come to have a strategy in 3 phases of 5 years each for example: it will be necessary to have a vision per phase to better engage the actors.
This long-term vision (maximum 5 years – which is very long term in our economic world now) is nothing without short-term clarity, which we call operational deployment.
The logic and objective of operational deployment is to make concrete, palpable, what we will have to do day after day to make our vision a reality, which will feed into the global vision and deliver the strategy and the expected value.
As a team leader, we will then have to define the structuring and transformative projects that will enable us to change processes, ways of working, mentalities and finally performance.
These projects must be coherent and articulated in a logical sequence and in line with the resources allocated to you – you cannot put the cart before the horse and often projects will call upon the same resources that will already be busy delivering the performance of the moment.