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Top 8+ success factors for effective strategy execution

Pre-flight checklist

A pilot would never take off on a flight without going through their pre-flight checklist to ensure they have everything prepared for a safe flight. With the right preparation, the pilot consistently takes off and lands safely.

Similarly, to be successful, organizations clearly need great organizational culture and a great strategy, but without the habits to consistently execute well, they get lost in the day-to-day and critical activities fail to get accomplished.

 

Top 8+ success factors for effective strategy execution

Five percent of the challenge is the strategy. Ninety-five percent is the execution. At the end of the day, the most disciplined organization, the organization which gives a lot of importance to processes, ends up prevailing

Drive sustainable and repeatable success in managing strategic initiatives:

 #1 – Aspirations

#2 – Targets and goals – translating aspirations into calls to action

 #3 – Performance information

 #4 – Employee feedback and input

#5 – Strategy and business reviews

#6 – Organizational structure

#7 – Communication

#8 – Compensation system

#9 – Consequence management

Organizational culture is the foundation

The old saying – “culture eats strategy” is a powerful reminder that culture can be ignored at your peril. Where the strategy is relatively stable or changes incrementally, the culture will most likely support your plans. But where the strategic plan requires significant change, hard questions need to be asked at the planning stage as to the organisation’s readiness for the change.

Culture is the foundation of HOW the organization works and HOW work will be completed on the plan in order to realize the key outcomes. By aligning planning with culture, it is possible to harness the organization’s potential to dominate within their market place.

The better the organization becomes at achieving strategic priorities and results, the more confidence and trust will grow within the organization.

 

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About the author
Torben Rick Torben Rick

Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany and Switzerland

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About the author
Torben Rick Torben Rick

Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany and Switzerland

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