The super execution is the result of the synchronization of all key business factors to create business synergy and build differentiated business competency.
With the overwhelming growth of information and rapid change, businesses are competing in a multi-speed world where variation between geographic locations and vertical sectors has never been greater.
Companies across industries need to weave all critical business factors such as processes, technologies, people, culture, etc, into differentiated business competencies, and overcome the varying challenges for improving the strategy execution success rate.
Organizational resistance: Strategy execution is a journey and there are numerous roadblocks on the way. Personal and structural resistances are expected and both need to be addressed effectively and efficiently. Compare strategy management with a trip plan, destination, path, speed, alignment of all business partners are part of the strategic planning, failure to convey, arrangement, and commitment are called reasons for resistance. Technically, resistance is a balancing mechanism that says something isn't aligned or set right.
Psychologically, it is wise to look for a "positive intent" behind a "resistor," express opinions and make discernment before making assumptions, and generate the buy-in needed to achieve strategic goals. From a strategic management perspective, there is understandably tension sometimes between the creative and the administrative in strategy management. Remove cultural, organizational, and systemic barriers, keep in mind though, sometimes, within resistance lies deep wisdom (amongst other elements) and great energy.
Stakeholder management and communication: Running a modern business is not only about crunching numbers, clarity of the strategic goals, and leaders' commitment must also be clearly and completely communicated for engagement of all stakeholders. In reality, there are numerous points-of-view and reference points of varying stakeholders such as board members, senior executives, middle managers, professional staff, business partners, etc. Too often organizations do a great job of sending out their message that enables the strategy yet they fail to ever take in any feedback. Poor communication styles prevent the objectives and supporting goals from being “known.”
High performing businesses engage more with stakeholders and unleash their talent, to inform, explain, and engage. The visible and active sponsorship is more important than the correct functional alignment; it is also important to focus on resource assignment, people adoption, besides communication and training. To make smooth strategy management, the right level of sponsorship will help to get the resources needed for the execution, overcome organizational friction, and achieve the expected business results. Stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread.
Complex and unclear strategy: A strategy is a way you will carry yourself out, your plan to make your vision a reality. Given the complexity and uncertainty of the digital business world and given the challenges of hyper-connected and interdependent dynamic ecosystems, business strategies today are usually dynamic and have a lot of moving parts. Unclear strategy perhaps misleads the business in the wrong direction. Execution is more difficult due to its complexity and culture of resistance. When strategic complexity can be “visualized” in a better way, individual contributors can for the first time see where they fit in the universe of work and it can bring a great sense of purpose to their work as well as their role in the strategy management.
From a management perspective, typically look at complexity from a business impact perspective as well as from a solution perspective, strategy complexity usually involves early in the life-cycle and careful examination of numbers and types of stakeholders across the organization; numbers of external dependencies, etc, without the contextual understanding of people, process, and technology, the blind spots, understanding gaps, and change pitfalls are inevitable in strategy management. Companies that are skilled at managing complexity can gain advantages by pushing the boundaries of a more sophisticated business mix that provides opportunities to create inter-business value, differentiated organizational capabilities, and a unique set of business competency.
The strategy is not one of the things a leader does, it is the most important thing to reach the business vision. Sound strategy and solid execution are both important. The super execution is the result of synchronization of all key business factors to create business synergy and build differentiated business competency
Psychologically, it is wise to look for a "positive intent" behind a "resistor," express opinions and make discernment before making assumptions, and generate the buy-in needed to achieve strategic goals. From a strategic management perspective, there is understandably tension sometimes between the creative and the administrative in strategy management. Remove cultural, organizational, and systemic barriers, keep in mind though, sometimes, within resistance lies deep wisdom (amongst other elements) and great energy.
Stakeholder management and communication: Running a modern business is not only about crunching numbers, clarity of the strategic goals, and leaders' commitment must also be clearly and completely communicated for engagement of all stakeholders. In reality, there are numerous points-of-view and reference points of varying stakeholders such as board members, senior executives, middle managers, professional staff, business partners, etc. Too often organizations do a great job of sending out their message that enables the strategy yet they fail to ever take in any feedback. Poor communication styles prevent the objectives and supporting goals from being “known.”
High performing businesses engage more with stakeholders and unleash their talent, to inform, explain, and engage. The visible and active sponsorship is more important than the correct functional alignment; it is also important to focus on resource assignment, people adoption, besides communication and training. To make smooth strategy management, the right level of sponsorship will help to get the resources needed for the execution, overcome organizational friction, and achieve the expected business results. Stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread.
Complex and unclear strategy: A strategy is a way you will carry yourself out, your plan to make your vision a reality. Given the complexity and uncertainty of the digital business world and given the challenges of hyper-connected and interdependent dynamic ecosystems, business strategies today are usually dynamic and have a lot of moving parts. Unclear strategy perhaps misleads the business in the wrong direction. Execution is more difficult due to its complexity and culture of resistance. When strategic complexity can be “visualized” in a better way, individual contributors can for the first time see where they fit in the universe of work and it can bring a great sense of purpose to their work as well as their role in the strategy management.
From a management perspective, typically look at complexity from a business impact perspective as well as from a solution perspective, strategy complexity usually involves early in the life-cycle and careful examination of numbers and types of stakeholders across the organization; numbers of external dependencies, etc, without the contextual understanding of people, process, and technology, the blind spots, understanding gaps, and change pitfalls are inevitable in strategy management. Companies that are skilled at managing complexity can gain advantages by pushing the boundaries of a more sophisticated business mix that provides opportunities to create inter-business value, differentiated organizational capabilities, and a unique set of business competency.
The strategy is not one of the things a leader does, it is the most important thing to reach the business vision. Sound strategy and solid execution are both important. The super execution is the result of synchronization of all key business factors to create business synergy and build differentiated business competency
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