Leaders must be totally focused on strategy accomplishment by setting the right priority, making strategic choices, taking step-wise actions, making appropriate adjustments and assessing performance objectively.
Strategy developed by the stakeholders and the executive team together is the choices made by a firm on where and how it chooses to compete and cooperate in order to achieve its goals, and strive to fulfill its mission. Strategies really are not meaningful unless they include an implementation plan.
Nowadays, strategy management is dynamic so that it can deal with changed conditions and unforeseen circumstances. The building blocks required for effective strategy execution includes such as clarifying decisions right, designing information flow, aligning motivators and making appropriate adjustments.
It is far easier to proactively structure and manage execution than to deal reactively with the ravages of execution dysfunction: Strategy execution is about initiating and managing a logical change scenario transforming the business from the current state to the future state with designated actions. It seems logical the more ambitious strategy the businesses undertake; they should expect higher levels of friction to capture either inside or outside the company. The strategy needs to be dynamic, when executed, it has a breath, and it can breathe life into people and the culture, improve business agility and effectiveness.
Complexity, uncertainty, disruptive changes, and interdependence are the new normal facing business today. Change and uncertainty are part of the new normal, chaos is sometimes the part of change scenario due to natural resistances or sometimes dysfunctional business systems. Most managers spend very little time addressing crumbling paradigms or basically would not know where to start addressing crumbling paradigms. Thus, change management and strategy management need to go hand in hand as the process of moving something from an outlier to acceptance usually takes a long time and involves risk, proactively adapting to the changing environment, to improve the success rate of strategy execution.
Digital strategic management is both system and process to deal with dynamic and iterative planning and execution continuum: Strategy execution is a capability-based management process followed by a series of actions. Processes underpin capabilities; the processes are the tool to get the result you formulate in the strategy. If you don't consider the processes as the main driver to deliver the desired result, then, you will not get the result you hoped for. It needs to break down outdated processes, and reconfigure different pieces of components to shape differentiated capabilities for effective strategy implementation.
Every organization is a system with a deliberate purpose; every contemporary business system is composed of people, processes, technologies. Methodologically, a more adaptive strategy-development process places a premium on effective communications from all the executives participating. This is an important issue to understand that the processes in your business will deliver/create the result. If a majority of the leaders believe their strategies will not be met by organizational performance, the perception is that they were absent in the strategy process. If they take an active role in the process, each executive should have a sense of ownership, continue optimizing, integrating and innovating to improve organizational maturity.
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: Every serious problem facing us today has been caused by a certain level of dysfunction. The failure of strategy execution is often caused by misalignment or dysfunctional systems. Misalignment is usually caused by silo mentality, miscommunication, lack of cross-functional understanding, or simply wrong people put in the wrong position to solve the wrong problems.
The organization gets stagnated because the business systems are no longer able to accommodate changing needs or are too fragile to run at a solid speed. The digital business is ever-evolving, the solution to breaking down silos is to apply holistic thinking to implement integral solutions by crafting goal-driven processes synchronously and engaging in talented people almost real-time. It’s critical to deliberately close alignment among the company’s strategic direction, its products and services to execute the capability-based strategy. The large-scale synchronized collaboration in the business ecosystem can be achieved via strategic agility and organizational structural flexibility.
Strategy needs to be conceived of as contingent, as a “going-in” position to take to market. Leaders must be totally focused on strategy accomplishment by setting the right priority, making strategic choices, taking step-wise actions, making appropriate adjustments and assessing performance objectively.
Nowadays, strategy management is dynamic so that it can deal with changed conditions and unforeseen circumstances. The building blocks required for effective strategy execution includes such as clarifying decisions right, designing information flow, aligning motivators and making appropriate adjustments.
It is far easier to proactively structure and manage execution than to deal reactively with the ravages of execution dysfunction: Strategy execution is about initiating and managing a logical change scenario transforming the business from the current state to the future state with designated actions. It seems logical the more ambitious strategy the businesses undertake; they should expect higher levels of friction to capture either inside or outside the company. The strategy needs to be dynamic, when executed, it has a breath, and it can breathe life into people and the culture, improve business agility and effectiveness.
Complexity, uncertainty, disruptive changes, and interdependence are the new normal facing business today. Change and uncertainty are part of the new normal, chaos is sometimes the part of change scenario due to natural resistances or sometimes dysfunctional business systems. Most managers spend very little time addressing crumbling paradigms or basically would not know where to start addressing crumbling paradigms. Thus, change management and strategy management need to go hand in hand as the process of moving something from an outlier to acceptance usually takes a long time and involves risk, proactively adapting to the changing environment, to improve the success rate of strategy execution.
Digital strategic management is both system and process to deal with dynamic and iterative planning and execution continuum: Strategy execution is a capability-based management process followed by a series of actions. Processes underpin capabilities; the processes are the tool to get the result you formulate in the strategy. If you don't consider the processes as the main driver to deliver the desired result, then, you will not get the result you hoped for. It needs to break down outdated processes, and reconfigure different pieces of components to shape differentiated capabilities for effective strategy implementation.
Every organization is a system with a deliberate purpose; every contemporary business system is composed of people, processes, technologies. Methodologically, a more adaptive strategy-development process places a premium on effective communications from all the executives participating. This is an important issue to understand that the processes in your business will deliver/create the result. If a majority of the leaders believe their strategies will not be met by organizational performance, the perception is that they were absent in the strategy process. If they take an active role in the process, each executive should have a sense of ownership, continue optimizing, integrating and innovating to improve organizational maturity.
The organization gets stagnated because the business systems are no longer able to accommodate changing needs or are too fragile to run at a solid speed. The digital business is ever-evolving, the solution to breaking down silos is to apply holistic thinking to implement integral solutions by crafting goal-driven processes synchronously and engaging in talented people almost real-time. It’s critical to deliberately close alignment among the company’s strategic direction, its products and services to execute the capability-based strategy. The large-scale synchronized collaboration in the business ecosystem can be achieved via strategic agility and organizational structural flexibility.
Strategy needs to be conceived of as contingent, as a “going-in” position to take to market. Leaders must be totally focused on strategy accomplishment by setting the right priority, making strategic choices, taking step-wise actions, making appropriate adjustments and assessing performance objectively.
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