Linking Creation of a
Strategic Intent with its Implementation
must evolve on the basis of experience
during its implementation. "
Separating strategy creation from strategy
implementation by using corporate planners or consultants for the former
activity is thus a hindrance to the evolution of a successful strategy.
Linking creation and implementation supports the overall process, and thus a
emerges and evolves."2
Managing for Results
To achieve results, you
should develop a solid, sound, customer-focused, and
entrepreneurial strategy, aimed at
market leadership, based on
innovation, and tightly focused on decisive opportunities...
Managers: Reduce risk.
► Resulting synergy:
Build Your Sustainable
Sustainable competitive advantage
is the prolonged benefit of
implementing some unique value-creating strategy based on unique
combination of internal organizational
resources and capabilities
that cannot be replicated by competitors...
Mobilizing Your Organization
process is both top-down and bottom-up.
development "is in large measure a result of the pursuit of
opportunities by people at all levels that creates the building blocks for
the strategy finally synthesized by top management. Thus mobilizing the
organization is vitally important."1...
to Strategy Implementation
The biggest impediment to
strategy implementation is the
traditional functional mindset
of many senior executives. "The traditional functional mindset, prevalent
since the industrial revolution, promotes
attitudes and behaviors that are
counterproductive in the
current business environment.
Functional thinking is based on an
inside-out view in which departmental focus, reporting relations, and the
flow of authority are predominant factors.
This drives a disproportional
preoccupation with company structure and leads to frequent restructuring in
the hope that if the organization chart were properly defined and filled,
the organization's performance would automatically improve.
also reinforces the traditional view of
performance measurement in which
the dominant factors are actual-vs.-budget performance by department and a
conservative view of technology."1...
Organizations that excel at strategy execution know how to
create sustainable value for
customers and shareholders through defining key
capabilities and applying a
balanced approach to business system. In the capability model (or
"senior managers are predominantly concerned with issues about
products and services provided to customers (external and internal), the
flow of value-added work, and roles and responsibilities. The dominant view
of performance measurement shifts
from the traditional focus of actual-vs.-budget to a more
model that includes the timeliness, quality, and cost of providing products
and services to customers.
Allocation and budgeting of resources moves from
the traditional practice of individual units vying for resources based on
their own needs towards
cross-group teams that jointly assess resource needs based on the flow
of work needed to
create value for customers.
Problem solving would seldom involve situations in which unit managers
had to compete with each another; instead, organizations would adapt to
departmental interdependence, recognizing that issues are best addressed
through cross-group problem-solving sessions focused on providing services
to customers and the required flow of work."
"An organizational capability approach nurtures three of the
most critical factors essential to
achieving superior, sustainable results:
Organizational alignment, and
Conversely, taking action to achieve strategic focus,
organizational alignment, and operating discipline develops capability
Leadership and Management
Impediment to Strategy Implementation...
Why Leadership Fails...
Strategic Achievement: Focus Areas...
Dynamic Strategy as a Source of
Sustainable Competitive Advantage...
Seven Key Focus Areas for Dynamic Strategy Formulation
New Systemic Approach to
Strategic Project Management...
a New Strategic
from Jack Welch Stretch...