The Language of Strategy 2 Execution

Fun Travel and Living Post; My interest in Strategy Execution has be influenced by people from all over the world. I wish I could see many of my friends more often!

I’ve been to 291 cities in 54 countries Africa Cote d’Ivoire: Abidjan Tunisia: Tunis Asia China: Beijing Hong Kong (SAR): Central District Indonesia: Bali Indonesia: Jakarta Japan: Kyoto Japan: Nara Japan: Osaka Japan: Tokyo Malaysia: Kuala Lumpur Philippines: Baguio Philippines: Manila Singapore: Singapore South Korea: Seoul Taiwan: T’ai-pei Thailand: Bangkok Thailand: Pattaya Thailand: Phuket Caribbean [...]

Great Strategy Discussion:The Best Corporate Strategic Planning Methodologies

Alan S. Michaels President of eCompetitors Inc started what has become a very popular strategy discussion on Linkedin.com. It is a must read for anyone interested in how to improve development of strategy and its link to execution. It provides the ultimate list of frameworks and some of the methods used by top strategy professionals. [...]

Bringing Together Financial Measures, Strategy and Execution, Enterprise Architecture and Change Efforts: Targeted Outcomes to the Rescue!

Lack of Coordinated Effort at the Enterprise Level I’ve rarely been in a meeting where the following leaders have met to bring about a coordinated effort to synchronize their key performance or financial and operational measures: VP of Finance, Strategy (Enterprise and Business Unit), Operations and Enterprise Architecture. Their perspectives, responsibilities and ability to affect [...]

Hard to Execute Your Strategy When You Lose Your Hard Drive

It’s hard to execute a strategy when all of a sudden your hard drive crashes. It’s happened to me a couple of times now. No matter how good you are at backing up, it leaves a sinking feeling. “Oh Oh, how much is gone forever, and how much time will it take me to recover [...]

The Disconnect between Strategy and Execution

There is not enough focused effort to address the gap between strategy and execution. George Ambler’s blog The Practice of Leadership, has found a great survey on the Disconnect between Strategy and Execution. This is a must read for anyone who is looking beyond easy answers. The survey is by OnPoint Consulting and hits a [...]

Successful Execution of Strategy in Japan (Part 1 of 3)

We all learn in different ways. One approach says there are three basic learning styles: visual, through seeing aural, through listening feeling, through trying/ doing. Organizational change usually requires learning something new. In achieving the desired change, the organization has to overcoming real and perceived barriers, and deal with resistance to change. One of my [...]

Better Execution: Stick to Your Strategy? [Part 2]

Summary of Suggested Rules:

A strategy that changes too often puts initiatives and execution in disarray.
A strategy that changes too infrequently becomes irrelevant. The targeted outcomes and their associated initiatives are relevant by chance rather than by design.
Few organizations can change their strategy at the speed of change. Most strategies reside in binders and PowerPoint presentations. They are not easily altered, and rarely read.
Organizations can translate their strategy into targeted outcomes. It allows the organization to modify these targeted outcomes and their associated initiatives at the speed of change. Execution stays relevant.
Strategy as translated into targeted outcomes can exist at any level of an organization. Targeted outcomes are the object of successful execution. The above rules apply to execution at any level of an organization.

Better Execution: Change Your Strategy? [Part 1]

Rob May of BusinessPundit.com, poses a really interesting question in a Blog posting. ““Does Change Help Link Strategy and Execution?” He’s curious about how companies can improve the link between the two. The key question he poses is: By consistently changing your strategy, do employees become more focused on the execution of it? Do changes [...]

7 Steps to Eliminate Your Organizations’ Sacred Cows

The University of Michigan, surveyed 308 executives during 2005 on the variables that were most likely to derail their strategy. The variable chosen most frequently, by 38% of the respondents was, was “their Company’s Past / Habits”. That seems to suggest either an unwillingness or lack of a capability to address these habits. In many [...]

Did You Just Volunteer for Some Work?

We don’t generally think of corporations and government organizations as volunteer organizations, but stop and think about it. How much of where you allocate your own time is influenced by what you choose to do. Probably more than you’d like to admit. We seek to get on projects that interest us. In that way we [...]