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Strategy Execution

Strategy takes wings with Execution

Man, so also woman, desires to work to a plan and works all along with intent and purposes by carrying out the right SWOT analysis and measuring his step towards the goal sure of success. However, despite all the right strategies, planning and boldness why do his plans often land up in a soup?

Yes, you guessed it right. It is the failure to implement the strategies with feet firmly on the ground while the head is held high. Strategy execution thus is the most critical part in any operation cycle for sound mission accomplishment.

What Does it Mean?

Strategy execution is a discipline which defines an organisation’s ability to deliver on the designed strategy.

All good strategies hinge on three basic ingredients for success..

Execution..

Execution..

Execution..

So how does one go about DOING IT?

Leadership

The Naked Fakir - An Inspirational Leader

Volumes can be written about this intangible sun in the strategy solar system. However, it would suffice to say that only a leader can make execution happen with his/her commitment, clairvoyance and perseverance to see the strategy go through. At each level, the strategy needs and begs good leaders to see it through with their commitment and personal involvement while maintaining high standards of personal motivation across teams. These are must for the leadership to succeed:-

  • Know your people and profession.
  • Be Realistic.
  • Set clear goals and priorities.
  • See plans through by constant but discreet follow up.
  • Just reward system.
  • Be a dedicated coach.
  • Lastly and most important – know yourself.

Intent

Intent Matters

It is futile to reiterate that execution’s biggest enemy is the change of focus or intent which chips away at the delivery model of execution. Incidentally studies have revealed that strategies are only optimised to about 63% due to lack of right execution plan and environment.

Howsoever complex the strategy, its execution requires matured intent at each level. Diffusion of this very critical component can create dysfunctional work environment with processes, people and resources being pulled in different directions. As long as the team is clear about the intent, and every member is aligned to this intent chances of success rise manifold.

Road Map

All roads to success need road maps. The strategy execution road map, designed to fathom intricacies or nuts and bolts of the plan, is like sharpening your axe for 6 hours and cutting it in 2 rather than chopping away with a blunt axe. So to begin with, the execution map needs an overarching game plan for the road to be traversed with – a basic blueprint with the requisite signage and resource plans integrated with pragmatic time lines. This is the primary leadership domain and needs undivided attention of the leader.

Core Execution Processes

These are the strategy process, the people process and the operational process.

  • Strategy Process.   As outlined above this process must clearly highlight the destination and the road that leads up to it. It must consider all intangible and tangible parameters which would be required to achieve the goal. Internal and external environment, milestones, capacity to execute the strategy, resource management and people leadership matrices are critical components of this process.
  • People Process.   This decides who is going to get you there and thus calls for right selection of leaders and teams. A robust people process plan merits application of right talent through various stages of execution and an effective system of rewarding achievers and mentoring under performers.
  • Operational Process.    A sound operational process links strategy and the people to the results. It provides the milestones on the road maps and links them to resources, time and goals. This process is in the realms of operational art and merits a deep commitment to various tangible and intangible activities.

 Synchronization

This is the most critical element of the strategy execution processes. Unless there is synchronization among all these processes, goals are likely to get blurred, people dis-empowered and resources frittered away. Time is the biggest casualty which snowballs into cost and credibility crunch.

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