Celebrating the completion of a strategic planning process can be equal parts relief, exhaustion and excitement. But in truth, crossing this finish line brings us to the start line for what really matters next: implementation. Successful rollout requires its own carefully considered plan, including pacing, communications, and a strategy for fostering organization-wide commitment.
According to The Bridgespan Group, “When done right, effective implementation can be the difference between simply good intentions and truly great impact.”
Turning vision into action is at a critical juncture at this moment and much has been written about common pitfalls that can prevent a new strategy from gaining traction. I think the best organizations ask themselves forward-thinking questions such as: “How can we set ourselves up for success?” and “What actions will make the difference as we move from strategy-building to strategy-fulfilling?”
The Real Work Begins: Strategy to Implementation
In my view, this approach is exactly what national health charity Diabetes Canada has exemplified. A few months ago, they completed a year-long journey to refresh their strategic plan and shape their roadmap for 2026–2030. I had the unique opportunity to serve as their strategic planning consultant, working closely with the President and CEO, Board of Directors, and leadership team as a strategic thought partner. From this front-row seat, I witnessed the organization-wide engagement in developing a meaningful framework for change—one with the potential to transform the lives of people living with diabetes and those who support them.
The Diabetes Canada Example: Communicating with Purpose
The crucial shift from planning to action begins with communication. For Diabetes Canada, this meant reconnecting with the full range of stakeholders who helped shape the strategy —staff, volunteers, Board members, people living with diabetes, program participants, clinicians, researchers, partners, family members, and donors.
These in-person and virtual conversations did more than share the aspirational story of the future. They also surfaced fresh insights that are now informing how the organization addresses its priorities. Re-engaging these voices demonstrates respect, reinforces shared ownership, and builds the collective energy required for achieving system-level change.
Public Commitment Builds Accountability
Laura Syron, President and CEO, took this commitment a step further by publicly launching the strategic plan in a YouTube video. Using plain language, she outlined the three gamechangers or “five-year bets,” the long-term drivers of change, and the values that underpin the work. In doing so, she brought the strategy to life and initiated a public phase of accountability for the commitments made. [Watch the video here] When asked what matters most in implementation, Laura emphasized the importance of re-engaging the key stakeholders whose input and insights helped shape the plan.
“Engaging your stakeholders to get to a robust, approved strategy is key, but even more critical is then continuing that engagement to work together to bring the strategy to life, to keep learning and refining, and ultimately to have collective impact.”
Frameworks that Support Execution
With the “Playing to Win” framework by Roger Martin and A.G. Lafley as the springboard for its strategic process, Diabetes Canada considered the five critical choices that organizations are called to explore: from defining a winning aspiration to identifying core capabilities and required management systems.
In his book A New Way to Think, Roger Martin underscores that strategy and execution are two sides of the same coin. He highlights the importance of clearly communicating the strategic choices made and their rationale so that those responsible for implementation can ask questions, provide feedback, and ultimately translate vision into outcomes.
Lessons from the Field: What’s Working?
From what I’ve seen with Diabetes Canada and other nonprofits on this journey, clear, ongoing communication is one of the most powerful tools to ease implementation challenges such as resistance to change or lack of alignment. Establishing a cadence of dialogue, feedback, and adaptation increases the likelihood of sustained engagement and meaningful progress.
What’s working for you as you roll out your strategic plan? What’s getting in the way? If your organization is navigating the path from strategy to execution, I’d love to hear about your approach—or help you refine it. Let’s talk.
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