Implementation doesn\u2019t automatically deliver strategic outcomes\nA lot of business literature is excellent, but some of them give us the impression that strategy execution is about implementation and deployment. Sadly, we frequently see the same idea in practice as well. Most software projects are implemented passionately \u2014 in an effective and efficient manner. Increasingly, software is also deployed with great care and there's celebration when software goes live. Sooner or later though, it becomes clear that the newly deployed technology is poorly aligned with business strategy.\nWhy? Because we're not in the habit of doing strategy translation as the engine of execution, when in fact translation is the factor that largely determines whether or not we could eventually generate strategic outcomes.\nWhat is strategy translation?\nWhen we say "translate strategy," we may be saying nothing at all.\u00a0The phrase \u201ctranslate strategy\u201d is frequently used, but it is used without a common understanding. Some folks have a narrow view of it, as in \u201ctranslate strategy into measures.\u201d Some think of it abstractly, as in \u201ctranslate strategy into reality.\u201d Others have several views between these two extremes.\nSo, here\u2019s a definition you may find helpful. Strategy translation is a deliberate activity to produce an architecture that packs strategic outcomes potential.\nWith this working definition, it becomes easier to create a method and to define the skill-set needed to apply the method. We can then enable internal or service provider teams to help translate strategy.\nStrategy translation: Your new business phase\nStrategy translation needs a clearly-marked space in the strategic management process and in software practice.\nWhen it comes to software initiatives, strategy translation rarely, if ever, happens. The focus instead is on the technical phase. The technology\/engineering strength must be kept, but strategic outcomes depend a lot on what activity goes first and how much attention it receives.\u00a0Sure, software practice does have a Business phase that precedes technical implementation, but it is weak because it is not designed to help translate business strategy.\nWhere would strategy translation fit? In Stanford\u2019s Strategic Execution Framework, strategy translation fits into the Engagement domain. In software practice, strategy translation is your improved Business phase. It brings the needed improvement to reverse tech's poor strategic contribution.\nSoftware implementation without a preceding focus on strategy translation will not translate strategy.\u00a0To execute business strategy through technology, start with a focus on strategy translation. Make the Business phase of software practice a strategy translation phase, rather than just a requirements analysis phase.\u00a0Ensure that what you would eventually implement, deploy, and use has strategic potential.