Strategy ExecutionHow effective is your team at achieving desired outcomes?
Is your team achieving desired outcomes? Are they getting strategy execution right?
You can have a brilliant strategy and a well-designed workplace culture but how effective is your team at achieving desired outcomes?
One of the challenges of strategy execution is the classic force of “important versus urgent.” For example, if you want to create a more sales driven organization and have a certain target of “net new clients,” how does the sales team carve out enough time to prospect and generate referrals (important stuff) versus just react to client demands and service challenges (urgent stuff). Strong strategy execution is often creating clarity on the right leading indicators and crafting/editing performance systems to support achievement of those leading indicators and goals.
Another common challenge we often hear is understanding and owning the outcomes. It’s never as easy as just saying ‘do it’. Instead, it is clearly articulating the why behind the work and how to “Get the right things done, by the right people, for the right reasons.”
Does your strategy have these key components?
Be visionary – How well does it inspire & excite your team to co-create your organizations’ future?
Be collective – Does the entire executive team feel strong alignment & ownership in the Strategy?
Be holistic – How well does it integrate & address the target customer; process improvement; learning & growth; culture; financial and innovation?
Be systematic – How well does it link with key performance systems so that it can be “lived and breathed?”
Live it – How effective is your Strategy in being a touchstone for daily decisions & behaviours throughout the organization? Is it reviewed formally at least quarterly?
What is the 1-degree shift to make your strategy more effective?
If you’re taking time away from the business for an offsite meeting with your team, you need to make sure it’s worth it. Read this article to learn what your agenda needs to include.