The document discusses closing the strategy-execution gap by focusing on employee thoughts rather than just actions. It argues that traditional approaches focus too much on structure, authority and processes which leads to anxiety and fatigue among employees. Instead, it advocates for participative execution, which involves continuous engagement between formulation and execution of strategy. This includes starting with understanding why a new strategy is needed, collaboratively creating strategic options, and jointly determining how to implement the chosen strategy. The goal is to engage all stakeholders in an interactive process to shape strategy according to those who must execute it.

1. Closing the Strategy- Execution Gap Means
Focusing on What Employees Think, Not
What They Do

2. Knowing - Doing Gap
Known barriers to long term
success:
• Lack of Interaction
• Lack of collaboration
Focuses on:
• Structure
• Authority
• Process
Why?

3. The Tyranny of the Tangible
Structure
Process
Governance
Easy to
demonstrate
and measure
Measure of
performance
o High degrees of
certainty
o High degrees of
Agreement
o Periods of stability
o Steady growth
o Consistent margins
o Happy customers

4. People resist,
Become anxious,
Fatigue sets in,
Morale hits the floor,
Engagement scores
dwindle.
HumanCost
A lack of genuine, reciprocal interaction and the feeling of imposed change increases employees’ anxiety
Embark on a series
of broad, one-way
communications.
Invite views on
what has already
been proposed
Fear: Without a firm grip anything could happen

5. We must be more
innovative, agile, and
adaptable
Dissonance with the Ambition
Without a firm grip
anything could happen

6. Participative Execution
Formulation and
execution as a single
phases, with
continuous
engagement
somewhere in
between,
Start with: Why the organization needs a new strategy?
Continue With: What strategic options could be created?
Conclude with: How to set about making it happen ?
It is symbolised by
genuine engagement and
two-way interaction
Strategy is to be shaped by the ones who need to execute rather than by only a few top executives.
Engages all stakeholders in an
interactive and dynamic process
Realities of strategic context are
explored
New options are created to
shape up the strategy

7. THANK YOU