Strategic Execution Management is an ignored subject, and most of the organization either loose steam or focus by the time they have to start implementing the lofty documents like SB and SBP. Execution is generally not considered “Strategic”
Journey from Strategy to performance has challenges. The whole concept of Balanced Scorecard, is geared towards translating strategy into performance. We in corporate world talk about SOTBS (strategy on top of the book-shelf), as once created, no one looks into it. Let’s look on what falls apart when we get down to execution. This post is towards the mind-set issues:
- Alignment between stakeholders.
- People loosing steam after a prolonged and excruciating process of strategy creation.
- Demarcation between strategists and doers.
- Execution is Business as Usual and not a glamourous project.
Please refer to Strategic Execution Management is an ignored subject for details.
April 23, 2008 at 1:42 pm
Could not agree more and would say to all in any enterprise that Strategy should be everyone’s Day Job? Boss, Strategy is My Day Job /a>
August 6, 2008 at 8:29 pm
Thanks for introducing the acronym of STOBS.
I’m particularly interested in the what you describe as the phenomenon of “loosing steam” after the strategy is created. I regularly see that a majority of our customers aspire to be strategic, but struggle with prioritizing what is typically an under-estimated amount of time required to make that happen.
I write about that a bit in this blog, let me know what you think. http://www.managepro.com/blog/index.php/why-is-executing-a-strategic-plan-so-hard-for-management
Rodney Brim,
http://www.managepro.com/blog