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The Most Successful Organizations are Brilliant at Strategy and Execution
In these companies, their strategies become their most important framework for moving forward. All their decisions are aligned with these strategies. Vast amounts of time, energy, and money are invested in executing the strategies. The leaders are remarkable at creating enormous passion throughout their organizations, orchestrating and creating alignment.
However, Most Organizations Fail at Strategy and Execution
On average, 9 out of 10 of strategic plans fail. Ninety-eight percent of leaders in organizations don’t even believe or have the confidence that their strategy objectives will be achieved. Frank Vermeulen, a professor of strategy at London Business School, finds that many strategies fail because the firm doesn’t even have something worth executing.
Consider Apple, Amazon, Google, Berkshire Hathaway, and Southwest Airlines. Can you image them succeeding without having spectacular strategies? They are brilliant at developing breakthrough strategies and magnificent at implementing them.
In these companies, their strategies become their most important framework for moving forward. All their decisions are aligned with these strategies. Vast amounts of time, energy, and money are invested in executing the strategies. The leaders are remarkable at creating enormous passion throughout their organizations, orchestrating and creating alignment.
What are the Keys to Your Breakthrough Success as a Leader?
Most leaders aren’t good at strategy and execution. They don’t even think about it or have a drive to excel in these areas. Most people go through the motions and aren’t engaged. Gallup has found that 85% of those in organizations today are disengaged and don’t care about their organizations. You can choose to be different and to create breakthroughs that benefit those you serve and your associates.
Problems with Strategic Planning and Execution Leadership
Most change initiatives fail. Why? Leadership and culture. Peter Drucker states that “culture eats strategy for breakfast.” Most leaders aren’t fully committed to the strategies. They may offer lip service – but that is as far as it goes. They’ve seen new initiatives come and go, are cautious, and risk adverse. They are constantly trying to “read between the lines” or understand the “unwritten rules” to determine how they can survive or move ahead. This send mixed messages to the workforce. It tells employees they aren’t trustworthy. Moreover, employees typically aren’t involved in strategic planning, feel it is imposed on them, and it isn’t practical. Defining and creating the right culture should always be priority one.
Strategy
Great leadership isn’t enough. The most trustworthy, open, inspiring, and engaging leaders can make poor strategic decisions that fail. Too often, the right kind of research, analysis, thinking, and due diligence isn’t being utilized – and so the underlying strategies are bad. The best strategic development approaches, models and tools for your organization play a critical role in helping you to optimize your success.
Planning
Strategies aren’t being translated into smart plans that ensure the right investments, decisions, policies, measurement, follow-up, and positive accountability is in place.
Execution
Poor execution is typically the culprit for failure. Strategies aren’t translated in clear smart plans. Leadership isn’t providing the real leadership and clarity needed to move the strategy forward. Employees receive mixed signals. And, there isn’t ongoing follow-up, reporting, and accountability.
Keys to Outstanding Strategic Planning and Execution
Most leaders aren’t good at strategy and execution. They don’t even think about it or have a drive to excel in these areas. Most people go through the motions and aren’t engaged. Gallup has found that 85% of those in organizations today are disengaged and don’t care about their organizations. You can choose to be different and to create breakthroughs that benefit those you serve and your associates.
- The first step is to understand the importance of outstanding strategic planning and execution. This should be the backbone or core focus of the organization. It is the key to success or the reason for failure.
- As a leader, the second step is to be open and passionate about becoming an outstanding leader, strategist, planner, and implementer. People and culture are the key to optimized performance. When you create a culture of trust, inclusiveness, building of strengths, safety, openness, and positive accountability – you open the flood gates to organizational success.
- The third step is to be open and eager to learn. Always be eager to learn more on these topics. Continually look for ways to improve. Find joy in the journey and the pursuit.
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