Without the right people, even the best strategy plan fails. Discover the four key roles that make a difference in strategy execution. Successful strategy execution processes are not only about a sharp plan, but also about the context and especially about the people who play a key role in the process. Who are these defining people and what is their role in the process? In this article, Paul van Bekkum, co-founder of Summiteers, share, and Thijs Venneman, management consultant, their insights into the four key roles that make the difference in strategy execution.

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Why every role counts in strategy execution

Creating and implementing a strategy is teamwork. “When you start working on your strategy as an organization, there is often a core team that develops the strategy, and a group that is involved, whether intensively or not,” says Paul. “It is therefore essential that those directly involved play their roles properly. We see the same four key roles recurring in successful processes over and over again. Each with their own responsibilities, challenges and pitfalls. By recognizing these roles and implementing them properly, you lay a firm foundation for the success of your strategy.”

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The four key roles in strategy execution

1. Client: The decision makers with a mandate to take decisions and provide resources. Often board members or directors who set the course.

2. The content expert: The specialists who bring both substantive knowledge and insight into the organizational context. They know the organization, the people and the subject matter.

3. Director: The person who coordinates the entire process and is responsible for the approach. Internal or external professionals who focus on collaboration and coordination.

4. Middle management: The connectors between upper management and the workplace who both contribute to the strategy and execute and implement it with their teams.

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Teamwork as a success factor

“What we always see is that the interplay between these roles is decisive,” explains Thijs. “You need all four to get from strategy definition to successful implementation. As soon as one role is missing or does not function properly, the process immediately becomes difficult.”

This often happens when there is little time to involve everyone from the start. “In some situations, a strategy is developed in a hurry by top management alone,” says Paul. “Then it's quite a challenge to still create support afterwards, we know from experience. We call that strategy-building in 'games''did isolation'. Of course, you can still go from dissatisfaction to enthusiasm with focused sessions, but it is much more efficient if you give all four key roles their place in the process from the very beginning.”

The strength lies in awareness: knowing what role you play and what it involves. “Everyone knows the frustration of strategic plans disappearing somewhere in a drawer,” says Paul. “By consciously paying attention to these roles and their interaction, you ensure that the strategy actually comes to life in the organization.”

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How do you make these roles successful?

In the coming weeks, we will publish a separate article for each of these key roles that will delve deeper into:

· Exactly what the role details

· Where this role makes a difference

· Practical tips and concerns

· How to deal with typical challenges

We will soon begin with the role of the client — the decision maker who sets frameworks and provides direction.

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What role do you recognize yourself in?

Are you involved in strategy execution in your organization? What role do you recognize yourself in? And what challenges do you face in doing so?

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Need help with strategy and execution?

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