Strategy Execution – The Consequence of Measurable Behaviour
Strategy execution, whether it occurs in a remote office environment or in an in-person environment, does not just happen, it is the result of focused and deliberate leadership activities and the consequence of measurable behaviour supported by ongoing strategic alignment.
The consequence of disruption
Massive disruption to our daily business activities is upon us and in the midst of the ongoing changes in the business landscape, managers are often forced to make critical and competitive decisions while trying to implement strategies, many of them simultaneously, without an understanding of the many new and multiple factors that must be addressed in order to make implementation work.
In trying to change the way their organisation engages with their market places, companies often fail to execute their strategies properly. Without execution, the innovative thinking breaks down, learning adds no value, and people don’t meet their goals, the strategic execution stops or the organisation experiences strategic drift – the gradual deterioration of competitive action that results in the failure of an organisation to acknowledge and respond to changes in the business environment – in other words strategy is worthless, merely a piece of paper, unless it is put into action and executed.
Hearing the feedback
Strategy execution entails change and successful strategy execution is the result of a specific set of behaviours and techniques that companies need to master in order to have competitive advantage. Without reference to the existing situation in the business managers as a result, lose the opportunity to attain an exclusive competitive advantage.
Managers at all levels play a critical role in establishing connections, communicating organisational goals to employees, and translating these goals into group and individual level plans. Many managers, though, experience difficulty communicating objectively with their employees.
Identifying areas for improvement and problems is an important element in developing a high performance organisation but not using a disciplined technique, model or tool to measure the interaction between the organisational components is one of the principal reasons why strategy execution fails.
A need then exists for leaders to develop a focused system of practices, managed in a way that is appropriate to the organisational context and establishes the foundations for a high performance organisation, helping to guide decisions on managing strategy execution and the inevitable change this causes.
Acting on the feedback
A monitoring and evaluation system based on sound, validated theory will provide valuable insights to managers, by identifying the internal drivers of change, show whether change is occurring, indicate the results of the activity and suggest how to improve the efficiency of implementation, as well as the sustainability of the change.
A leadership framework which integrates different business disciplines, is applicable not only to the management of an entire organisation but also to the functions within the business, will provide an easy to understand, practical but effective approach to re-aligning the business, encouraging the development of an entrepreneurial spirit and entrenching strategic execution as a core competency.
This leadership framework can be used to continually facilitate alignment between organisational, group and individual goals will support the integration of management and human resource practices while providing a common language and basis for communication within the organisation.