Strategy Implementation


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Strategy Implementation

  1. 1. DR. DAVID LAWSON Execution and Implementation
  2. 2. Quotes and Thoughts <ul><li>“ Strike when and where the enemy least expects” </li></ul><ul><li>Sun Tzu </li></ul><ul><li>“ You must not fight too often with one enemy, or you will teach him all your tricks of war” </li></ul><ul><li>Napoleon Bonaparte </li></ul>
  3. 3. Elements of Strong Execution <ul><li>Communication and understanding </li></ul><ul><ul><li>Everyone has a good idea of the decisions and actions for which they are responsible </li></ul></ul><ul><li>Information transference </li></ul><ul><ul><li>Important information about the competitive environment get to senior management quickly </li></ul></ul><ul><li>Quality of decisions </li></ul><ul><ul><li>Once a decision is reached, it is rarely second-guessed </li></ul></ul><ul><li>Free flow of information </li></ul><ul><ul><li>Information is freely passed across organizational boundaries </li></ul></ul><ul><li>Field employees have the information they need to understand bottom-line impact </li></ul><ul><ul><li>Full understanding of revenue generation options and capabilities </li></ul></ul>
  4. 4. Maneuver Strategy Execution <ul><li>Strategies must evolve in response to changing environments </li></ul><ul><li>Maneuver strategies represent an opportunity to attack the competition weakness, avoiding their strengths and defensive positions while exploiting ones strengths and ability </li></ul><ul><li>Companies compete aggressively/viciously for strategy advantages in a chaotic global environment </li></ul>
  5. 5. Maneuver Strategies Represent <ul><li>The ability to strike where it hurt the most </li></ul><ul><li>Not do destroy the enemy but render them unable to continue as a effective and coordinated whole </li></ul><ul><ul><li>No longer compete in the market </li></ul></ul><ul><li>Ability to focus on ever changing environment where the competitor is not entrenched or expecting </li></ul><ul><li>Renders the competitor unable to analyze the situation </li></ul><ul><li>Effective and efficient use of resources </li></ul>
  6. 6. Nature of Strategy Execution <ul><li>Takes place on multiples levels </li></ul><ul><ul><li>Physical </li></ul></ul><ul><ul><ul><li>Test of operations, logistics, human capabilities, technology </li></ul></ul></ul><ul><ul><li>Psychological </li></ul></ul><ul><ul><ul><li>Morale, leadership and courage </li></ul></ul></ul><ul><ul><li>Analytical </li></ul></ul><ul><ul><ul><li>Challenges leadership to assess complex situations, make effective decisions and formulate superior plans tactical plans for execution </li></ul></ul></ul>
  7. 7. Four Human and Environmental Factors <ul><li>Friction </li></ul><ul><ul><li>Makes the simple seem impossible </li></ul></ul><ul><ul><ul><li>Lack of planning, coordination, etc </li></ul></ul></ul><ul><li>Uncertainty </li></ul><ul><ul><li>Environmental factors, opponents intentions/capabilities, fog of business </li></ul></ul><ul><li>Fluidity </li></ul><ul><ul><li>Where each event merges that precede and follow it </li></ul></ul><ul><ul><li>Shaped by the former and creates the conditions for the latter </li></ul></ul><ul><li>Disorder </li></ul><ul><ul><li>The combined environment shaped by friction, uncertainty and fluidity </li></ul></ul><ul><ul><li>Implies a competitive situation that deteriorates as time progresses </li></ul></ul>
  8. 8. 7 Elements of Execution <ul><li>Targeting critical vulnerabilities </li></ul><ul><ul><li>Exploiting weaknesses </li></ul></ul><ul><ul><li>Once identified, all efforts must be deployed to capitalize </li></ul></ul><ul><ul><li>Minimizing time between identification of weaknesses and exploitation maximizes effectiveness of resources </li></ul></ul><ul><li>Boldness </li></ul><ul><ul><li>Seek breakthrough results rather than incremental gains </li></ul></ul><ul><ul><li>Requires shifting resources to endeavors with uncertain outcomes – taking a risk </li></ul></ul><ul><ul><li>Risk must be tempered with judgment lest it become recklessness </li></ul></ul>
  9. 9. 7 Elements of Execution - contd <ul><li>Surprise </li></ul><ul><ul><li>Striking in an unexpected manner can disorient </li></ul></ul><ul><ul><li>Ensures a response that comes too late and is ineffective </li></ul></ul><ul><ul><li>Stealth, ambiguity or deception </li></ul></ul><ul><li>Focus </li></ul><ul><ul><li>Must deploy resources in a concentrated manner </li></ul></ul><ul><ul><li>Achieve decisive superiority </li></ul></ul><ul><ul><li>Creates an advantage when and where it matters the most </li></ul></ul>
  10. 10. 7 Elements of Execution - contd <ul><li>Decentralized decision making </li></ul><ul><ul><li>Pushing significant decision making down the organizational ladder </li></ul></ul><ul><ul><li>Supporting those decision – no second guessing </li></ul></ul><ul><ul><li>Must be consistent with Grand Strategy and further organizational intent </li></ul></ul><ul><ul><li>Increases the likelihood of nonlinear accomplishments and reconnaissance pull </li></ul></ul><ul><ul><ul><li>An act that disproportionately determines the course of a large scale competitive encounter </li></ul></ul></ul><ul><ul><ul><li>Identifies an opportunity and pull the organization toward it, then leads the organization in its exploitation </li></ul></ul></ul>
  11. 11. 7 Elements of Execution - contd <ul><li>Rapid Tempo </li></ul><ul><ul><li>Relative speed of execution </li></ul></ul><ul><ul><ul><li>Consistent and intense effort </li></ul></ul></ul><ul><ul><li>Indentifying opportunities and making decisions faster that opponent </li></ul></ul><ul><ul><li>Forces opponent to be in constant state of reaction </li></ul></ul><ul><ul><li>Opponent will increasingly fall behind until they are overcome by the overall event </li></ul></ul><ul><li>Combined Effort </li></ul><ul><ul><li>Synergy – the combined effort of the organization </li></ul></ul><ul><ul><ul><li>Sum of the efforts is greater than the individual contribution </li></ul></ul></ul>
  12. 12. Final Notes on Execution <ul><li>Solid execution keeps the organization on the competitive landscape </li></ul><ul><li>Majority of companies struggle with execution </li></ul><ul><ul><li>On average 2/3 of all strategies fail outright due to lack of execution at any or all levels </li></ul></ul><ul><li>Overreliance on structural changes as main form of execution, i.e. constant reorganization </li></ul><ul><li>Reorganization is a short term fix to a long term problem </li></ul><ul><ul><li>Baseball: trading players, firing managers, trading players again, etc. when a fundamental change in organizational philosophy is required. </li></ul></ul>
  13. 13. Sources <ul><li>Secrets to Successful Strategy Execution </li></ul><ul><ul><li>Neilson, Martin & Powers </li></ul></ul><ul><ul><li>Harvard Business Review, June 2008 </li></ul></ul><ul><li>Maneuver Warfare: Can Modern Military Strategy Lead you to Victory? </li></ul><ul><ul><li>Clemons & Santamaria </li></ul></ul><ul><ul><li>Harvard Business Review, April 2002 </li></ul></ul>