Two new articles deal with the demands that are necessary for the implementation of strategies to be successful. There is no guarantee of success, there is also no “one size fits all” approach. This makes it all the more important to know and experience from practice that can be used as a guide. [...]
The balanced scorecard has been a management concept for the implementation of a corporate strategy in a consistent system of strategic goals and the specification of these strategic goals through operational goals and measures along four perspectives for over 20 years. […]
In this blog entry I will turn to the actual implementation of a developed strategy. This implementation is happening on the three levels of process, structure and content. The process-related implementation can be divided into six steps heeding the 4DX Disciplines: First, there is the design of the implementation − determining a clear model, focusing [...]
Strategic thinkers are lackware. When it comes to strategy implementation, the air becomes even thinner. It is therefore all the more important to deal with core ideas about strategy implementation and to act on the basis of evidence. […]
With this blog post we would like to draw your attention to an interesting contribution by Aad Boot, which focuses on the balance between strategy development and implementation. […]
Jeremy Tozer is Visiting Fellow at Henley Business School. Here he wins constantly new insights in the topic Strategy Execution. In his blog post – published September 27, 2016 – he describes capabilities that are necessary to execute strategies. […]
Strategy Execution is one of the focus areas at the STRIM group of companies. Our evidence shows that leadership / culture of leadership is key to motivate employees, to innovate and to execute strategy. Therefore I´d like to share a blog post by Roger Trapp, published in Forbes on March, 23. […]
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.
