Does Your Organization Have the Right Strategy Execution Capabilities?🔒 SSL Verified

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"According to the 2019 KPMG CEO Global Outlook Survey, two-thirds of CEOs say that agility is the new currency of business and that if they don’t adapt, their business will become irrelevant. “A majority of CEOs (84 percent) believe a ‘fail-fast’ culture is required in today’s marketplace, in which lessons from failures are learned quickly, yet only 56 percent say that kind of culture is in place in their organization. Eight out of ten CEOs (84 percent) are therefore looking to change the makeup of their leadership teams to disrupt the status quo.”"

"No wonder strategy execution capabilities are still one of the top issues.  You can change leadership, but if the ability to execute remains, there will be little to gain from such a drastic move to become agile!"

"The rate of change that is occurring is unprecedented and signals that the emerging project-based economy and the need for agility and project-centric organizational capabilities, especially for innovation systems, is already here. Why?  You simply cannot make this kind of transformation and re-invention without upgrading the managerial capability of planning and executing project work to an entirely new level. While businesses have spent more than a trillion dollars on business management consulting and training in the past decades, research shows that the majority of organizations are still failing to effectively execute their strategies, transformation plans, and innovation initiatives fast enough.  We believe that one of the root causes of this major issue continues to be the lack of a coherent innovation execution process beginning at the leadership level!"

"Why? Many organizations are missing several crucial process disciplines such as an agile strategy management system necessary to manage the cross-functional interfaces of the enterprise and the diverse set of portfolios at work.  The learning and reflection rate on the strategy execution framework questions would enable successful strategy management practices (such as strategic planning, integrated program planning, and project portfolio management) to get the right work done at the right time. Furthermore, Richard Rumelt, a professor at UCLA’s Anderson School of Management points out, “Most corporate ‘strategic plans’ have little to do with strategy. They are simply three-year or five-year rolling resource budgets and some sort of market share projection. Calling it ‘strategic planning’ creates false expectations that the exercise will somehow produce a coherent strategy.”  One can easily give up trying to define the complexities of strategy execution as this core process touches almost every single organizational function."

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Strategy Execution Framework