What: A Harvard Business Review discussion explores how mid-level managers can effectively implement corporate strategy, emphasising their unique position to demonstrate business acumen, mobilise teams, and ensure successful execution through proactive engagement and clear communication of strategic goals.

Why it is important: As organisations face complex transformational challenges, mid-level managers' capacity to understand, translate, and execute strategy while maintaining team engagement becomes essential for successful implementation.

The discussion emphasises that mid-level managers should avoid immediately "hitting the ground running" after strategy announcements, instead taking time to thoroughly understand the strategy's motivations and objectives. Strategy execution presents both challenges and opportunities, particularly in addressing team skepticism and resistance to change. The key to success lies in proactive communication, including regular team meetings with transparent discussions about progress and obstacles. When strategy isn't working, managers must balance accountability with problem-solving, focusing on early identification of issues and proposing solutions. The approach to communicating success is equally important, requiring managers to frame achievements in the context of broader organisational goals rather than individual accomplishments. This balanced approach helps maintain team motivation while ensuring alignment with strategic objectives.

IADS Notes:

The evolving role of middle managers in strategy execution reflects broader retail transformation trends. As department stores implement major changes, mid-level leaders must balance corporate vision with ground-level realities. Recent examples show how successful transformations depend on managers' ability to translate high-level strategy into actionable plans while maintaining team engagement. The challenges of executing strategy amid resistance highlight the critical role of middle managers in bridging corporate goals with operational realities.

A middle manager’s guide to executing strategy - Transcript