Monday, January 17, 2022


 The right strategy can't be completely defined by the planning space; it is clarified through initial actions and timely adjustment.

Given the “VUCA” normality of the business complexity and given the challenges of ever-evolving dynamic ecosystems, business strategies today are usually dynamic and have a lot of moving parts. The quality of execution depends a lot on the quality of the strategy. 

A good strategy diagnoses the most critical problems that affect a business's competitive position, clarify multipath logic, set choices for taking step-wise actions to achieve expected results.

The strategy is associated with analysis; and execution with getting things done:
Business strategy relates to the high level definition of an organization’s vision, objectives and the key initiatives that are required to pursue those objectives given a particular starting point to reach the ultimate vision. Without deep analysis, strategy could be incoherent and decrees its success rate. However, strategy analysis is rarely a product of a linear analytical process but involves sense making and learning. The management needs to check up: How accurately can you forecast corporate performance, competitive advantage, market expectation, value chain, etc? To what extent can you or your competitors influence marketing changes? What are key business problems you need to fix, the leverage and trade off, etc? Base on above analysis, how to set up guidelines, and recommend actions for business to execute?

Strategic scenario planning is to navigate through the digital dynamic, discover the unexplored path via unconventional or out of the box thinking. Analytically, how do you set your strategy planning which constrains the kind of components you develop that the most successful are already doing—deploying unique capabilities and resources to better capture the opportunities available to them, but with barriers for competitors to catch on due to corporate learning in it. Strategy is not good enough when it does not use data and analysis for support the goals; when it is not well-defined timing and ending periods; when it is not considered macro-ecosystem factors such as politic, economic, technological and social impact; when it is not considered well communication policies and leadership to develop the strategy.

Execution is producing results in the context of those strategic choices:
Strategy-making is an action-oriented, dynamic process that creates improvement in performance. The strategy as a vector has both direction and force, the goals should be clear; principles and practices need to be updated and effective. Strategy and execution are two completely different things and skill sets, but they are interlinked. It’s important to create an organizational roadmap, estimate the cost and methodologies for competency building in order to implement strategy smoothly. It is far easier to proactively structure and manage execution than to deal reactively with the ravages of execution dysfunction.

Strategy management is the direction and scope of the firm over the long term, to achieve an advantage in the changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations. Take structural initiatives to build business competencies by adopting more adaptive processes. Also, convert these initiatives into an operating reality by formally integrating the strategic-management process with financial planning processes, governance processes or other key business processes. Achieving the visibility of strategy management provides a viable pathway into process optimization and competency shaping.

You cannot have good execution without having a good strategy:
In the networked society, strategy and execution are more and more intertwined. Strategies are not really meaningful unless they include an implementation plan, developed by the stakeholders and the executive team together, and overseen by corporate boards. Strategy is a very broad term now and it has been broken down into many sub-strategies with specialized fields. Multiple strategies can then be weighed to leverage resources effectively and implement without enlarging gaps or causing problems in the other side of the business.

Strategic alignment and synchronization can catalyze the flow of the right information to the right people at the right time to coordinate and execute strategy, tactics, and risks. The success of strategy management undoubtedly lies in timely execution and iterative planning and implementation continuum. It’s important to redirect people to learn and achieve, to ensure the organization knows the tasks and knowledge required to sustain itself and create an environment and business systems to support those tasks being done and build the organizational competency.

People will gravitate towards companies that met their value. Its time horizon may vary, but the strategy should always stay true to the core. In static traditional organization, strategy management is too often seen as a linear process of strategy execution. However, in the fast-paced business environment today, it is, in fact, a cyclical process that needs constant attention and tuning for adapting to the changing environment. The right strategy can't be completely defined by the planning space; it is clarified through initial actions and timely adjustment. In fact, strategy execution as a continuum is propelled by both visible and invisible enablers such as process, resource, culture, etc. The super execution is the result of the synchronization of all key business factors by strengthening multiple links to create business synergy and build differentiated enterprise competencies.


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