Strategy management is multidimensional; strategy execution is often multipath-driven.
On one side, great execution is more critical to superior strategies; on the other side, if you execute the wrong strategy, it is not going to get you where you want to be. Execution is more difficult due to its complexity and the culture of resistance. The top reason why strategy implementations fail is because they were not actionable from the get-go. It’s important to identify and bridge the difference/gap between strategy designed at the initial stages and the strategy which eventually got executed has been widening. It’s also crucial to clarify three levels of strategy execution management. If you try to impose solutions or structures that are too far ahead of the curves, the result is alienation and rebellion rather than seamless transformation.
Implementing basic right: Strategy management needs to be mapped with operation management; aligned with business resource and capacity management, accumulated through daily tasks of employees. Doing fundamental right is the first level of strategy execution. Digital leaders have to not only provide clear process guidelines but also see that the teams are engaged, collaborative, and accountable to continually deliver the higher than expected business results to ensure reliability and endurance
The management needs to ponder: Does the faster operation at daily base help to achieve the good or worst strategic business. The fact is that if some problems with basic operational tasks occur frequently, the customer will defect. Implementing basic right is about those routine activities which the customer expects that an organization should be flawless in delivering with reliability - There is no differentiation created by doing these activities routinely well - it simply keeps you in the game.
Prioritizing "wants" or "wishes”: Digital organization is dynamic to adapt to the ever-changing environment, the management must go out and talk with customers to understand their tastes and current and future needs. Every customer has a "wish list" - a list of things they would really like the organization to be doing for them, but at the present time, due to limited resources and time, they are not. If you find these through focus group activity and act on them, you can create differentiation for the business.
Ultimately, what the management, in general, must truly understand the business visions and goals. Senior leaders should oversee across the entire landscape of the business, set the right priority, and become more customer-centric based on their “wants and wishes.” The objective shouldn't be to work on only those projects for which you have staff, it should be to maximize what you can accomplish through creative leverage of your talent pool and build differentiated business competency. The method that is used must deliver the results that are consistent with the business values and goals.
Value-adding: A good strategy is based on the application of scientific, economic, socio-cultural, and practical (technical/ non-technical) knowledge to diagnose critical problems and solve them effectively. The ultimate level of strategy management is value adding. The value itself is a multi-dimensional concept, a seamless customer experience, an optimal business product/service, a tailored solution, a commercial value proposition, a social value system which deals with and provides context for varying interest and need. Actually showing how everyone is connected to that strategy in real-time is a big driver in allowing managers to drive to the results they seek in an efficient way.
Differentiated business value can be defined as "any tangible or intangible benefit which the customer perceives the competition is either unwilling or unable to provide." It is an immediate source of differentiation and competitive advantage for your organization. Practically, leveraging information technology to design processes and solutions to resolve and transform situations and complexities in opportunities
and success. Contextually, to really realize the value, the measurement method is to persuade management to believe in measuring the value-adding contributions to the organization as a positive; present a methodology to acquire the “appropriate” contextual measurement items, and maintain vigilance.
We are at the intersection of knowledge economy and creative economy, the enterprises today need to become more open and responsive. Strategy management is multidimensional; strategy execution is often multipath-driven. The business is doomed to fail if the strategy looks “beautiful,” but there’s no solid action to achieve it. Strategy execution success is more dependent on the business's agility to respond to changes, capabilities to implement. With the changing nature of digital dynamic, strategy and execution are no longer linear steps, but an iterative continuum.
Implementing basic right: Strategy management needs to be mapped with operation management; aligned with business resource and capacity management, accumulated through daily tasks of employees. Doing fundamental right is the first level of strategy execution. Digital leaders have to not only provide clear process guidelines but also see that the teams are engaged, collaborative, and accountable to continually deliver the higher than expected business results to ensure reliability and endurance
The management needs to ponder: Does the faster operation at daily base help to achieve the good or worst strategic business. The fact is that if some problems with basic operational tasks occur frequently, the customer will defect. Implementing basic right is about those routine activities which the customer expects that an organization should be flawless in delivering with reliability - There is no differentiation created by doing these activities routinely well - it simply keeps you in the game.
Prioritizing "wants" or "wishes”: Digital organization is dynamic to adapt to the ever-changing environment, the management must go out and talk with customers to understand their tastes and current and future needs. Every customer has a "wish list" - a list of things they would really like the organization to be doing for them, but at the present time, due to limited resources and time, they are not. If you find these through focus group activity and act on them, you can create differentiation for the business.
Ultimately, what the management, in general, must truly understand the business visions and goals. Senior leaders should oversee across the entire landscape of the business, set the right priority, and become more customer-centric based on their “wants and wishes.” The objective shouldn't be to work on only those projects for which you have staff, it should be to maximize what you can accomplish through creative leverage of your talent pool and build differentiated business competency. The method that is used must deliver the results that are consistent with the business values and goals.
Differentiated business value can be defined as "any tangible or intangible benefit which the customer perceives the competition is either unwilling or unable to provide." It is an immediate source of differentiation and competitive advantage for your organization. Practically, leveraging information technology to design processes and solutions to resolve and transform situations and complexities in opportunities
and success. Contextually, to really realize the value, the measurement method is to persuade management to believe in measuring the value-adding contributions to the organization as a positive; present a methodology to acquire the “appropriate” contextual measurement items, and maintain vigilance.
We are at the intersection of knowledge economy and creative economy, the enterprises today need to become more open and responsive. Strategy management is multidimensional; strategy execution is often multipath-driven. The business is doomed to fail if the strategy looks “beautiful,” but there’s no solid action to achieve it. Strategy execution success is more dependent on the business's agility to respond to changes, capabilities to implement. With the changing nature of digital dynamic, strategy and execution are no longer linear steps, but an iterative continuum.
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