It is striking how much confusion there is between strategy, implementation, and execution. Is “strategy” a matter of making choices about where we want to go, where we play and how we win, of setting goals and actions, about how we create and capture economic value over time? Does it include creating solutions to unforeseen [...]
Excerpt from an article "Rethinking the role of the strategist. Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?", McKinsey Quarterly, November 2014, by Michael Birshan, Emma Gibbs, and Kurt Strovink.
Today we publish a commentary by Jeroen De Flander. He is an international expert on Strategy Execution / Performance Management & author of Strategy Execution Heroes.
Jeroen has come across many strategists in his career. Some were bad. Most were average. Only a few were truly incredible.
Written by Bruce Nixon, CEO of Holocentric
A study found that executives typically deliver only 63 percent of their strategy’s potential due to breakdowns in planning or execution. Even the greatest strategies struggle if executed improperly.
The costs of strategy failures for a business can include confusion among the workforce, disparity between the organisation’s vision and its day-to-day operations, misuse of resources and waste of time and money.
In January 2013 STRIM introduced a snap poll on strategy execution. The guiding question was:
What are the essentials why companies fail to successfully execute their strategies?
