Business leaders need to guide their organizations in the right directions. Logic is the hidden clue of effective strategy execution.
In fact, strategy implementation is dynamic, needs to be appropriately adjusted when the circumstances have changed, clarify the logic about how the business is a movement for the organizational strategy enablement and improvement, maintain and fix any imbalance in key business elements such as people, process, and technology, update structures, methodologies, and cultures, in order to achieve strategic goals systematically and harmonize working environment structurally.
Logical diagnosis: The strategy is the "way" you choose to reach the goals in the business plan. Nothing is perfect in this world, and that will include 'strategy. The moment something changes, there is a possibility that the strategy will have to change to adapt. One of the important statements in strategy is what are the prioritized problems that need to be solved; “where should you improve,” so you can succeed where you choose to improve. Strategic thinking is analytical, decision-oriented and directional, linking the future with the past and opportunistic. It’s important to apply strategic thinking to take an accurate diagnosis of the organization's current state, identify any barriers to excellence that may exist, then develop strategies for lowering or removing those barriers, and accelerate strategy implementation.
Strategy execution is an iterative problem solving continuum. Many problems today are complex and interdependent. Every complex problem can be considered to be a symptom of another problem. To clarify the logic behind the problem, it’s important to clarify the root cause, cause effect, correlation & causation, by pondering continually: What is the problem? Is that a strategic problem or an operational problem? Or is it the symptom of another large-scale problem? What are possible solutions? Do they cause any side effects? Who are insightful problem-framers or innovative problem-solvers? What are the right principles, methodologies and practices to solve problems in an intelligent way? Strategic problem-solving is a process of drawing artistic realization about the best future into a scientific canvas, in which ``science” means processes and the suggestions of a problem, and “art” suggests a more creative solution.
Logical interpretation: Every organizational division has its own focus clarified via functional sub-strategy and dialect, the mistake that most organizations make, in this regard, is that there is incoherence of different sub-strategy; also they fail to translate the high-level language of business strategy into the sub-strategy of business functions and then, into the professional language of the various staff specialties. Effective business management needs to lubricate cross-functional communication, determine how each part of the organization, including all of the key functions must "put it all together" to be successful in implementing the strategy, bringing tangible business results and reaching the business vision ultimately.
Forward-looking companies intend to run a people-centric organization. From the outside-in viewpoint, the customer is the focal point; from the inside-out, employees are the key to executing strategy. Organizations should look at both lenses, articulate the problems they are concerned about, leverage management practices in exploring cause & effect, and build truly people-centric business. The 'effect' dimension is the determinant of a successful strategy. The management needs to learn how to clear logic based on varying stakeholder’s perspectives; learn how to leverage a more open and interactive communication style to bridge the gaps, providing more personalized solutions to increasing customer satisfaction.
Logical alignment: A strategically competent organization has a deliberately close alignment among the company’s strategic direction and distinctive capabilities, to create synergies in strategy execution. Creating an organizational strategy-capability mapping and making seamless alignment helps to set goals for capability deployment and competence building in improving strategy execution success rate. To enhance the weakest links, streamline business alignment and accelerate business performance, organizations need to break down silos in a certain way, keep information and ideas flow frictionlessly. Logically, breaking down silos and being intentional about developing processes that encourage cross-functional collaboration and enforcing business flexibility. Strategic leaders act in ways that manage the tension between being well-done in daily tasks and success in the long term, striking the right balance of quick wins and long term business impact.
One of the challenges in executing the strategy stems from a lack of understanding or ownership of the strategy, that further causes ineffective resource management, lack of accountability, and incoherent performance management. High-mature enterprise architecture can become the super glue between strategy and execution, an enabler in transforming management style to run the digital business holistically The logical alignment of people, process, resource, can expedite business capability development cycles and unlock business performance by moving the business number upwards for achieving calculable business results consistently.
Business leaders need to guide their organizations in the right directions. Change can be an opportunity, at the end of the day, it needs to be all about expediting strategy management. Logic is the hidden clue of effective strategy execution. Developing the strategy through insightful strategists with fine-tuned participatory processes and well-defined performance indicators greatly increases the likelihood that the well-set strategy is implemented with measurable results.
Logical diagnosis: The strategy is the "way" you choose to reach the goals in the business plan. Nothing is perfect in this world, and that will include 'strategy. The moment something changes, there is a possibility that the strategy will have to change to adapt. One of the important statements in strategy is what are the prioritized problems that need to be solved; “where should you improve,” so you can succeed where you choose to improve. Strategic thinking is analytical, decision-oriented and directional, linking the future with the past and opportunistic. It’s important to apply strategic thinking to take an accurate diagnosis of the organization's current state, identify any barriers to excellence that may exist, then develop strategies for lowering or removing those barriers, and accelerate strategy implementation.
Strategy execution is an iterative problem solving continuum. Many problems today are complex and interdependent. Every complex problem can be considered to be a symptom of another problem. To clarify the logic behind the problem, it’s important to clarify the root cause, cause effect, correlation & causation, by pondering continually: What is the problem? Is that a strategic problem or an operational problem? Or is it the symptom of another large-scale problem? What are possible solutions? Do they cause any side effects? Who are insightful problem-framers or innovative problem-solvers? What are the right principles, methodologies and practices to solve problems in an intelligent way? Strategic problem-solving is a process of drawing artistic realization about the best future into a scientific canvas, in which ``science” means processes and the suggestions of a problem, and “art” suggests a more creative solution.
Logical interpretation: Every organizational division has its own focus clarified via functional sub-strategy and dialect, the mistake that most organizations make, in this regard, is that there is incoherence of different sub-strategy; also they fail to translate the high-level language of business strategy into the sub-strategy of business functions and then, into the professional language of the various staff specialties. Effective business management needs to lubricate cross-functional communication, determine how each part of the organization, including all of the key functions must "put it all together" to be successful in implementing the strategy, bringing tangible business results and reaching the business vision ultimately.
Forward-looking companies intend to run a people-centric organization. From the outside-in viewpoint, the customer is the focal point; from the inside-out, employees are the key to executing strategy. Organizations should look at both lenses, articulate the problems they are concerned about, leverage management practices in exploring cause & effect, and build truly people-centric business. The 'effect' dimension is the determinant of a successful strategy. The management needs to learn how to clear logic based on varying stakeholder’s perspectives; learn how to leverage a more open and interactive communication style to bridge the gaps, providing more personalized solutions to increasing customer satisfaction.
One of the challenges in executing the strategy stems from a lack of understanding or ownership of the strategy, that further causes ineffective resource management, lack of accountability, and incoherent performance management. High-mature enterprise architecture can become the super glue between strategy and execution, an enabler in transforming management style to run the digital business holistically The logical alignment of people, process, resource, can expedite business capability development cycles and unlock business performance by moving the business number upwards for achieving calculable business results consistently.
Business leaders need to guide their organizations in the right directions. Change can be an opportunity, at the end of the day, it needs to be all about expediting strategy management. Logic is the hidden clue of effective strategy execution. Developing the strategy through insightful strategists with fine-tuned participatory processes and well-defined performance indicators greatly increases the likelihood that the well-set strategy is implemented with measurable results.
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