Strategic Decision Execution
Strategic Decision Execution Services
Professional Development Training
Strategic Decision Execution Services
- Developing the Strategy
- Developing the Strategic Question
- Developing the Strategic Decision
- Creating the Strategy Execution Plan (SEP)
- Executing the Strategic Decision
- Implementing Strategy through Projects
- Integration of the Strategy Execution Plan and the Project Execution Plan
- Sustaining the Strategic Decision value options during Strategy Implementation
- Integration of Strategy & Operations
- Delivering on the Promise
Professional Development Training
- Strategic & Tactical Decision-Making (Teamed with Decision Strategies, Inc.)
- Strategic Capital Project Development
- Advanced Project Investment Analysis
- Capital Budgeting - Analysis & Decision in Project Investments
- Facilitation for Building and Maintaining Adaptive Teams & Alliances
TODAY
Following from Robert S. Kaplan and David P. Norton, HBS, Harvard University
In today’s business environment, strategy execution has never been more important.
In a world of accelerating competition, business strategy is more crucial than ever. Yet most
organizations struggle in this area--not with formulating strategy but with executing it, or putting
their strategy into action. Owing to execution failures, companies realize just a fraction of the
financial performance promised in their strategic plans. It doesn't have to be that way.
Following from Lawrence Hrebiniak, Wharton School, University of Pennsylvania
Making strategy work is more difficult than the task of strategy making
Execution is critical to success. Execution represents a disciplined process or a logical set of
connected activities that enables an organization to take a strategy and make it work. Without a
careful, planned approach to execution, strategic goals cannot be attained. Developing such a
logical approach, however, represents a formidable challenge to management.
Even with careful development of an execution plan at the business level, execution success is not
guaranteed. Although execution is critical to strategic success, making strategy work presents a
formidable challenge. A host of factors, including politics, inertia, and resistance to change,
routinely can get in the way of execution success.
The major point cutting through all the conversations is the importance and difficulty of executing
strategy. Managers are still emphasizing that execution is a key to success. They are arguing that
making strategy work is important and is more difficult than strategy making. Plans still fail or
wither on the vine because of poor execution.
The striking aspect of all this is that managers apparently still don't know a great deal about the
execution of strategy. It is still seen as a major problem and challenge.
Still, it is obvious that the execution of strategy is not nearly as clear and understood as the
formulation of strategy. Much more is known about planning than doing, about strategy making
than making strategy work.
Is execution really worth the effort? Is execution or implementation truly a key to strategic
success?
Consider one relatively recent comprehensive study of what contributes to company success. In
this study of 160 companies over a five-year period, success was strongly correlated, among
other things, with an ability to execute flawlessly. Factors such as culture, organizational structure,
and aspects of operational execution were vital to company success, with success measured by
total return to shareholders. Other recent works have added their support to this study's finding
that execution is important for strategic success, even if their approach and analysis are less
rigorous and complete.
Sound execution is critical—A focus on making strategy work pays major dividends
Despite its importance, execution is often handled poorly by many organizations. There still are
countless cases of good plans going awry because of substandard execution efforts. This raises
some important questions.
If execution is central to success, why don't more organizations develop a disciplined approach to
it? Why don't companies spend time developing and perfecting processes that help them achieve
important strategic outcomes? Why can't more companies execute or implement strategies well
and reap the benefits of those efforts?
The simple answer, again, is that execution is extremely difficult. There are formidable roadblocks
or hurdles that get in the way of the execution process and seriously injure the implementation of
strategy. The road to successful execution is full of potholes that must be negotiated for execution
success. This was the message two decades ago, and it still is true today.
Managers Are Trained to Plan, Not Execute
One basic problem is that managers know more about strategy formulation than implementation.
They are trained to plan, not execute plans.
Following from Robert S. Kaplan and David P. Norton, HBS, Harvard University
In today’s business environment, strategy execution has never been more important.
In a world of accelerating competition, business strategy is more crucial than ever. Yet most
organizations struggle in this area--not with formulating strategy but with executing it, or putting
their strategy into action. Owing to execution failures, companies realize just a fraction of the
financial performance promised in their strategic plans. It doesn't have to be that way.
Following from Lawrence Hrebiniak, Wharton School, University of Pennsylvania
Making strategy work is more difficult than the task of strategy making
Execution is critical to success. Execution represents a disciplined process or a logical set of
connected activities that enables an organization to take a strategy and make it work. Without a
careful, planned approach to execution, strategic goals cannot be attained. Developing such a
logical approach, however, represents a formidable challenge to management.
Even with careful development of an execution plan at the business level, execution success is not
guaranteed. Although execution is critical to strategic success, making strategy work presents a
formidable challenge. A host of factors, including politics, inertia, and resistance to change,
routinely can get in the way of execution success.
The major point cutting through all the conversations is the importance and difficulty of executing
strategy. Managers are still emphasizing that execution is a key to success. They are arguing that
making strategy work is important and is more difficult than strategy making. Plans still fail or
wither on the vine because of poor execution.
The striking aspect of all this is that managers apparently still don't know a great deal about the
execution of strategy. It is still seen as a major problem and challenge.
Still, it is obvious that the execution of strategy is not nearly as clear and understood as the
formulation of strategy. Much more is known about planning than doing, about strategy making
than making strategy work.
Is execution really worth the effort? Is execution or implementation truly a key to strategic
success?
Consider one relatively recent comprehensive study of what contributes to company success. In
this study of 160 companies over a five-year period, success was strongly correlated, among
other things, with an ability to execute flawlessly. Factors such as culture, organizational structure,
and aspects of operational execution were vital to company success, with success measured by
total return to shareholders. Other recent works have added their support to this study's finding
that execution is important for strategic success, even if their approach and analysis are less
rigorous and complete.
Sound execution is critical—A focus on making strategy work pays major dividends
Despite its importance, execution is often handled poorly by many organizations. There still are
countless cases of good plans going awry because of substandard execution efforts. This raises
some important questions.
If execution is central to success, why don't more organizations develop a disciplined approach to
it? Why don't companies spend time developing and perfecting processes that help them achieve
important strategic outcomes? Why can't more companies execute or implement strategies well
and reap the benefits of those efforts?
The simple answer, again, is that execution is extremely difficult. There are formidable roadblocks
or hurdles that get in the way of the execution process and seriously injure the implementation of
strategy. The road to successful execution is full of potholes that must be negotiated for execution
success. This was the message two decades ago, and it still is true today.
Managers Are Trained to Plan, Not Execute
One basic problem is that managers know more about strategy formulation than implementation.
They are trained to plan, not execute plans.
As in hard money contracting
where the contractor must
determine and then EARN the
Risk Premium for fixed price work
- one must also determine and
then EARN the Strategy Premium
in strategy execution.
- Paul Allen
where the contractor must
determine and then EARN the
Risk Premium for fixed price work
- one must also determine and
then EARN the Strategy Premium
in strategy execution.
- Paul Allen
| Since strategies are normally executed through projects...the differentiator has always been and is today - "good processes and excellent project management skills!"- Paul Allen Contact PEG today to learn more about how to we can help you achieve outstanding strategy execution with above expected results! |
 |
 |
 |
This site is here to help you achieve success in your endeavors. We offer strategy decision
execution assistance to those who want to successfully implement their strategic decisions in the
most cost-effective and timely manner - if time is of the essence, urgency matters!
execution assistance to those who want to successfully implement their strategic decisions in the
most cost-effective and timely manner - if time is of the essence, urgency matters!
Sustainable breakthrough performance requires a laser-sharp focus on strategy execution. The
evidence is overwhelming —
Is your organization putting strategy into action? More important, are you integrating strategy and
operations to create sustainable breakthrough performance—and earn your execution premium?
We can help! Call us to assist you in delivering successful execution!
evidence is overwhelming —
- 73% of companies that outperform their peers have a formal process for communicating
strategy to employees.
(2006 Balanced Scorecard Collaborative Survey)
Strategy execution is the #1 concern of CEOs worldwide.
(The Conference Board, 2007 CEO Challenge)
Only 12% of companies successfully execute their strategy.
(Balanced Scorecard Collaborative and Cognos joint study, 2006)
Is your organization putting strategy into action? More important, are you integrating strategy and
operations to create sustainable breakthrough performance—and earn your execution premium?
We can help! Call us to assist you in delivering successful execution!
| At the Project Executive Group, we instill a true sense of urgency in everything we do. We fully recognize and respect the time value of money and optimization of the NPV. Contact us for immediate assistance when a SENSE of URGENCY is important to you AND when TIME is of the ESSENCE in delivering RESULTS. We GUARANTEE our work. |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
| Strategy Planning Strategic Decisions Strategy Execution Risk-based Decision Support Packages Decision Modeling Decision Management |
| Art Saxby Practice Lead |
Project Executive Group
 | |  | |  | |  | |  | |  | |  | |  | |  | |  | |  |
| GET TO KNOW OUR TEAM |
| © Copyright 2001-2011 Project Executive Group, Inc. All rights reserved. |
"The test of an organization is the spirit of performance." - Peter Drucker
| HOME |
1330 Post Oak Blvd., #1600
Houston, TX 77056 USA
info@projectexecutive.com
Tel: 713-591-3757
Houston, TX 77056 USA
info@projectexecutive.com
Tel: 713-591-3757
| The Project Pit Stop Visit / Follow our BLOG |
| Helping you on your drive to Performance and Success! |