I Have Implemented Strategic Decisions
This competency focuses on a candidate's ability to support, influence, and successfully implement strategic decisions that contribute to the organisation's long-term objectives. A common weakness is that candidates describe project tasks or operational activities without clearly explaining the strategic decision being implemented, why it was important, or the impact it had on the organisation.
Key elements expected in a strong submission
Strategic decision and context
Clearly explain the strategic decision being implemented and the business challenge or opportunity that led to it. The decision should be strategic in nature rather than a routine operational activity.
Examples include:
- Implementing a new ERP or finance system
- Supporting an acquisition, merger, or divestiture
- Establishing a shared service centre
- Developing and implementing a new pricing strategy
- Selecting and implementing a new vendor solution
- Leading a significant process transformation initiative
Role and involvement
Clearly describe your level of involvement in implementing the decision.
For example:
- Leading the implementation project
- Coordinating activities across departments
- Providing financial analysis or business insights
- Managing stakeholders and project delivery
- Supporting senior management in execution
Candidates should demonstrate personal contribution rather than focusing solely on team achievements.
Judgement and decision-making
Explain the challenges encountered and the professional judgement applied during implementation.
This may include:
- Evaluating implementation options
- Managing risks and obstacles
- Adapting plans based on changing circumstances
- Balancing stakeholder priorities
- Making recommendations to improve outcomes
The focus should be on the decisions made and lessons learned rather than a detailed description of project steps.
Stakeholder engagement and governance
Demonstrate how key stakeholders were engaged throughout the implementation process.
Candidates should explain:
- Who was involved in the decision and implementation
- How they influenced or collaborated with stakeholders
- How progress was communicated and monitored
- Who approved the final strategic decision
Business impact
Show the outcome of the implementation and the value delivered to the organisation.
Examples include:
- Successful system implementation
- Improved financial controls or reporting
- Cost savings achieved
- Increased operational efficiency
- Revenue growth or margin improvement
- Enhanced customer or stakeholder outcomes
- Successful delivery of strategic objectives
Demonstration of Behaviour
Candidates should provide evidence of:
- Understanding organisational strategy and objectives
- Contributing to the implementation of strategic initiatives
- Applying professional judgement during implementation
- Managing stakeholders and influencing outcomes
- Overcoming challenges and managing risks
- Delivering measurable business benefits
Key Reminder
Candidates should focus on the strategic decision being implemented, their contribution to the implementation, the judgement applied, and the resulting business impact.
Statements such as "I participated in a project implementation" or "I followed the implementation plan" are not sufficient. The emphasis should be on explaining what strategic decision was being implemented, why it was important, the candidate's role in delivering it, and the value created for the organisation.
Importantly, this competency relates to the implementation of decisions that support the organisation's strategic objectives. Submissions that only describe routine operational tasks, without demonstrating strategic relevance, stakeholder engagement, judgement, and measurable impact, are unlikely to meet the required criteria.