Sunday, June 12, 2016

The Monthly Strategy Highlight: The Barriers to Strategy Execution 2016

Strategy is the light to guide you ahead, not the hand to walk you through.

Strategy is the focal point of the “Future of CIO,” and the pillar of organizational existence, its design, structure, functions, vision, and mission. A real strategy is neither a document nor a forecast but rather an overall approach based on a diagnosis of a challenge. It brings up new functions, roles, and responsibilities, collaboration, demand for intuition and emergence, complementarities, philosophy, neutron sciences, and trans-disciplinary businesses. But these are not new per se. The frameworks of thoughts, consciousness and maturity assessments apply to strategy, then, now and in the future. Here is the monthly strategy highlight of the “Future of CIO” blog to identify the barriers in strategy execution in 2016.

The Barriers to Strategy Execution  June 2016
  • Is Silo Eating your Strategy for Dinner: Many of us like the witty quote from Drucker: “culture eats strategy for lunch.” The strategy is indeed in the face of more risks than culture, could it be the SILO – the symptom of industrial management mindset will eat your strategy for dinner?

  • Is Culture the #1 Root Cause to Fail Strategy? Organizations rise and fall, not on the quantum of plans and resources, but on the capabilities to manage, lead, yet most importantly to execute. Great culture saves even the mediocre talent and plans. Many companies fail in execution more than 70%, and culture is often the root cause to such failures. It is about many different matters like resistance to change, silos thinking with competing agendas, lack of clear and decisive leadership, leadership actions inconsistent with strategy, poor communication of strategy, lack of accountability on follow-through; inability to measure impact, too focused on short-term results, and maybe the most popular and big obstacle: the spirit of business (culture) comes from the top (leadership) - and then making it meaningful to frontiers, translating strategy to execution, aligning the work to strategy, and those aspects are all part of culture. So is the culture the #1 root cause to fail strategy? Who do create the culture of a company? Can it be changed? How can it be remained for years or centuries?

  • Five Strategy Execution Pitfalls  The strategy is important for organization’s future growth, but it’s EXECUTION leading businesses from A to B, the journey is rocky and the road is thorny, and more than two third of business execution efforts fail to reach the expectation, so how to avoid the strategy execution pitfalls?

  • What is Opposite of Strategy?:"What is a "great" strategy? Is it one that helps the organization get a step closer to its vision? Maintaining its core purpose, but gaining competitive advantage in the market? Better ensuring the long-term sustainability of the business? Ensuring all key/strategic stakeholders expectations are balanced and met? And based on these criteria, what are opposites of strategy, though?

  • Five Signs of Bad Strategy Every forward-looking organization has a strategy, but not every strategy is a good strategy, Like a GPS, a good strategy clearly defines destination and the alternative route to get there. What're the signs for bad strategy though?

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