strategy execution

Committing to Strategy Execution

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The planning season is upon us. Visions and missions are being reconsidered. New goals and objectives are being defined. Strategies and action plans are being developed. When the planning turns to strategy execution, before finalizing action steps, success metrics, barriers, and resource allocation, consider if the company can commit to implementing the strategy. And since changing circumstances ensure that few strategies survive without adaptation, consider how that commitment may be challenged if the need arises …

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Choosing Agile Tactics

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Strategy and tactics are complementary. Both are needed to achieve goals, and neither works well without the other. While strategies tend to remain unchanged for long periods, tactics often evolve in reaction to changing circumstances or unforeseen obstacles.  In “Good Strategy, Bad Strategy,” Richard Rumelt writes: “The most basic idea of strategy is the application of strength against weakness; or if you prefer, strength applied to the most promising opportunity. A good strategy doesn’t just draw on existing …

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How Values Drive Strategy

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The planning season is upon us. Visions and missions are being reconsidered. New goals and objectives are being determined. Strategies and action plans are being developed to achieve those goals. When the planning turns to strategy execution, in addition to determining action steps, success metrics and the allocation of resources, it can be beneficial to consider the company’s commitment to executing a given strategy. Changing circumstances ensure that few strategies survive without adaptation and perseverance. …

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Winning at Strategy

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Strategy execution is essential, but only possible when the strategy is realistic. And once you invest in execution, it’s difficult to turn away when it becomes clear that the strategy is not working.  To avoid wasted time and energy, consider Roger Martin’s (HBR) approach to strategy development. Rather than focusing too heavily on SWOT or other analyses, or on broad, future-based projections, or direction changes, Roger suggests that answering the following five connected questions, which flow logically …

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