The dynamic business initiative management and “super-execution” is the result of synchronization of all key business factors to create business synergy.
In practice, implementation as the realization of dynamic planning is all about an integrated system approach and every step is essential in reaching a specific outcome, and it is not about what is more important but rather about the logical scenario to bring expected results.
It is really important to prioritize and focus on a few initiatives: Many organizations are overloaded with too many business initiatives, but limited resources, talent pool, budgets. Business management very often says yes to all the initiatives, with the consequent lack of focus. This is then spread through the organization and people no longer know where the priorities are. To fix change fatigue and improve the success rate of business initiatives, it is an important perspective for building a solid business initiative program portfolio. Senior Executives should say no to many of the initiatives and just choose a few where they will put most of the resources, people of the company to implement smoothly.
Keeping fewer key initiatives increases effectiveness and efficiency. So implementation of strategic planning can keep the speed at sync, the business management can keep the long-term view within the short-term attention and focus of all key players, to facilitate change within the organization. You are devising the strategy, it needs to be relevant but also general to deal with the changes the organization will naturally experience. The prioritized initiatives need to strike the right balance of building strategic advantage, innovation competency, and operational excellences of the company.
People, more specifically, talent, expertise are the most critical link to execution excellence: There’s ambiguity in strategic planning. One of the factors for planning to fail at the implementation phase is its complexity. The arising new paradigm is all about people-centricity. The business strategy execution gaps exist at the people’s mindsets, the collective attitudes, and behaviors. The expectation is not communicated clearly to all and is neither well understood by all stakeholders. So the management needs to clarify by asking: Do you have the expertise & core competencies to implement planning, and make a defined future happen? Do you have the right team in place, from a skill, culture & per volume standpoint? Is training needed? How to enhance planning-implementing-adjusting scenarios for creating business synergy?
People become the center of management and they are the major focus for business initiatives and accomplishment. Irrespective of whatever strategic planning is selected, all change goals (business, technical solutions, performance) depend entirely on the human objective. People will make or break the implementation success. First, leadership at both strategic and operational level must be competent, dynamic and smart to taste and digest business initiatives. The management system needs to be the alerts, enabling you to view the timing, tempo, and harmonies for initiative management.
The success of strategy management undoubtedly lies in “timely execution”: The strategy as a vector has both direction and force. To expedite strategy execution and accelerate the speed of business initiative management, you can’t manipulate from top down, it has to be managed via bottom up communication and collaboration for improving collective performance. The strategic goals should be clear; principles and practices need to be updated and effective. A business organization can only achieve high performance via seamless execution, by taking the collaboration road through continuous improvement, persistent following up.
The "right" strategy can't be completely defined by the planning space; nor being implemented via linear business logic only. Strategy implementation management is fundamentally an iterative cycle to design, build, scale and optimize business competency to achieve the desired effect under specified performance standards and conditions. In order to bridge the gap between planning and implementation, There must be a sense of urgency. The organization will not be blind to underlying organizational challenges. It’s critical to keep tuning people, processes and technology to improve business competency for improving the success rate of strategy execution.
Business Strategy - Execution is no longer linear steps, but an iterative continuum. The dynamic business initiative management and “super-execution” is the result of synchronization of all key business factors to create business synergy and build differentiated business competency.
It is really important to prioritize and focus on a few initiatives: Many organizations are overloaded with too many business initiatives, but limited resources, talent pool, budgets. Business management very often says yes to all the initiatives, with the consequent lack of focus. This is then spread through the organization and people no longer know where the priorities are. To fix change fatigue and improve the success rate of business initiatives, it is an important perspective for building a solid business initiative program portfolio. Senior Executives should say no to many of the initiatives and just choose a few where they will put most of the resources, people of the company to implement smoothly.
Keeping fewer key initiatives increases effectiveness and efficiency. So implementation of strategic planning can keep the speed at sync, the business management can keep the long-term view within the short-term attention and focus of all key players, to facilitate change within the organization. You are devising the strategy, it needs to be relevant but also general to deal with the changes the organization will naturally experience. The prioritized initiatives need to strike the right balance of building strategic advantage, innovation competency, and operational excellences of the company.
People become the center of management and they are the major focus for business initiatives and accomplishment. Irrespective of whatever strategic planning is selected, all change goals (business, technical solutions, performance) depend entirely on the human objective. People will make or break the implementation success. First, leadership at both strategic and operational level must be competent, dynamic and smart to taste and digest business initiatives. The management system needs to be the alerts, enabling you to view the timing, tempo, and harmonies for initiative management.
The "right" strategy can't be completely defined by the planning space; nor being implemented via linear business logic only. Strategy implementation management is fundamentally an iterative cycle to design, build, scale and optimize business competency to achieve the desired effect under specified performance standards and conditions. In order to bridge the gap between planning and implementation, There must be a sense of urgency. The organization will not be blind to underlying organizational challenges. It’s critical to keep tuning people, processes and technology to improve business competency for improving the success rate of strategy execution.
Business Strategy - Execution is no longer linear steps, but an iterative continuum. The dynamic business initiative management and “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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