Transformations Fail in Implementation

"Strategy-to-Action Gap": many organizations find it difficult to turn their goals and concepts into everyday operational practice.

Usually, organizations invest a great deal of time in planning the transformation. Extensive analyses are conducted, documents are drafted, and coordination meetings are held. Given the far-reaching nature of the decisions, this is indeed necessary. However, it is equally true that the actual value is created only during implementation. This happens as soon as concrete changes are made to the workflows in the value-adding processes. Often, however, transformation programs “run out of steam” before that point. Leadership has long since shifted its focus to other issues and believes that its work is done once the new strategy has been communicated.

The more profound the transformation, the more significant the implementation gap becomes—especially when it requires significant changes in attitudes, behaviors, and processes. This gap represents both wasted potential and potential yet to be realized. By focusing on implementation, this potential can be tapped.

The main causes of the strategy-to-action gaps are:

• The target vision for the transformation is not clearly defined.
• The path to the target vision is not sufficiently operationalized.
• People are not ready for the transformation.
• The transformation is not very appealing.
• There is a lack of systematic action in line with the strategy.

The core objective of implementation is to maximize the value achieved; that is, Value = Strategy × People

This means that the value of the strategy depends on the quality of the concept and the assumptions made by the people in the company. Adoption takes place during the implementation process; the initial communication of the strategy is merely the starting point. The process also serves as an important quality check to assess the extent to which the strategy was developed end-to-end, that is, with implementation in mind. In the age of agile project management, identifying implementation gaps is a normal part of the process. It is simply important to allocate time and resources for the necessary iterations during the implementation process.

From Strategy to Action – Fitness Center for Transformation (FfT)

The FfT helps take the implementation process to the next level by requiring that the strategy be translated into very specific scenarios and actions, and by providing more training on these for managers and employees.

The FfT is a physical, visible place for change within the company

• There employees find opportunities to work on the transformation in a practical way, tailored specifically to their roles.
• A strong brand and community motivate people to get involved.
• The methodology is inspired by success factors from sports (including goal setting, measurability, progression, recovery, teamwork, etc.)
• The in-person program can be supported digitally (including an AI coach).
• It enables participants to experience and practice the vision for the transformation.

How might the Fitness Center for Transformation look like?

The FfT is designed specifically for the corporate context. It is important to make room for the vision of the transformation and the path toward it.

A space for transformation—can also be integrated into existing facilities.

• Experience and practice transformation
• Drop-in—whenever and however you like
• Alone or in a group

Self-Directed Learning as a Guiding Principle

• Learning facilitators provide guidance
• Personalized training plans with progression
• A space for reflection

A Place for Hands-On Learning

• Role-playing games and simulations
• Team- and community-based formats
• Of course, these can also be done with AI or VR support

Use Cases

Use cases for FfT exist when one wants to enhance the value of complex transformation processes. Examples include:

Boosting engagement in L&D

• Corporate Learning & Development seeks to have a greater strategic impact and increase the use of its programs
• FFT positions L&D at the center and acts as an engagement booster for L&D programs

Implementing an operating model

• A new operating model to drive changes in structures, processes, and workflows
• FFT helps translate these changes into the day-to-day practices of operational teams, thereby generating the desired added value

Strengthening leadership behavior and collaboration

• The company needs a shift in leadership behavior and stronger cross-functional collaboration
• Through the FFT, work on the desired behaviors becomes tangible and can ultimately be put into practice

Impact of the Fitness Centers for Transformation

By closing the “strategy-to-action gap,” the values intended by the transformation are realized.

The FFT helps bring about changes in value-added processes.

For example, the new operating model has been implemented, the sales department is performing more successfully in the market, collaboration between departments creates added value, and executives are steering the company.

Overall, this approach helps strengthen a culture of learning and development. This is the foundation for unlocking the potential of everyone in the company.

How to FfT

We recommend starting with a specific MVP or pilot project. This allows you to bring the fitness center to life early on, test it in a relevant use case, and further develop it to meet specific needs.

Typical steps:

• Identify a pilot—select a relevant use case
• Develop an MVP—set up initial training logic and formats
• Conduct the pilot—gather insights, evaluate impact
• Refine the concept—define needs, the target vision, and integration
• Scale up implementation—integrate it into the learning and transformation landscape