News Consultants

News

Gaelle Lamotte shares a downloadable PDF on aligning purpose and strategy.

Business performance, purpose and impact cannot be enemies. We know that aligning purpose with strategy delivers better performance and positive impact for all stakeholders: people, planet and profit. It is incumbent for organisations to embed sustainability, concepts of circularity, diversity and inclusion within their business models to drive positive social and environmental impact together with shareholder value.

 

Key points include:

  • Identifying the agenda for change
  • Changing the narrative and re-imagining strategy
  • Delivering results for stakeholders

 

Access the full PDF, Purpose Driven Strategy: Delivering Impact that Matters, on StrategyManagement.com.  

 

Access this resource from Gaelle Lamotte’s company on how to improve your ability to execute strategies by integrating development and planning, driving focus and alignment.

How often do you win with your strategy?

Strategy development is useful for defining ambitions and long term goals. A good strategy is only as good as the capability to implement it and how well it delivers the desired outcome.

Various research concludes:

Organisations on average realise only 50-63% of the financial performance promised by their strategies.

Others suggest that the figure is in fact less than 30%.

Regardless of the data reviewed, it is not good news!

Failure to execute is often a result of poor understanding, and disjointed planning and governance processes.

 

Key points include:

  • Identification of weak governance processes
  • Build in-house capability for aligning Operational Plans and Budget with the Strategy
  • The dynamic strategy management approach

 

Access the full PDF, Improve your ability to execute your strategies, from the Strategy Management Partners’ website.

 

 

Gaelle Lamotte was recently interviewed for the Telegraph’s Business Reporter on bridging the gap between business strategy and achieving the best results. 

Strategies often fail because there is a lack of a robust, compelling strategic story that hangs off them, there’s a failure of coordination between units and functions, often misalignment, and at the end of the day, there’s a lack of leadership agreement around a common shared purpose, around a common agenda. So as a result, you’ll find there’s a real gap in interpretation between a strategic plan and then ultimately what we get at the end, which is numbers and results.

 

Points discussed include:

  • Goal alignment
  • Snapshots of performance
  • Reaction to results
  • Discipline in execution

 

Listen to the full interview on Business Reporter, the Human Capital Series.

 

 

Gaelle Lamotte’s company blog identifies the issues that can stop the execution of strategies and provides a framework to drive alignment and focus. 

How often do you win with your strategy? Strategy development is useful for defining long-term goals. A good strategy is only as good as the capability to implement it and how well it delivers the desired outcome. Various research concludes: Organizations on average realize only 50 – 63% of the financial performance promised by their strategies. Others suggest that the figure is in fact less than 30%. Regardless of the data reviewed, it is not good news.

 

Key points in the framework include:

  • Alignment
  • Action plans
  • Governance
  • Connecting people

 

Download the free PDF, Improve Your Ability to Execute Your Strategies, on the Strategy Management Partners website.

 

An evergreen post from Gaelle Lamotte to kickoff 2020 and help you prepare for what lies ahead. 

In a world of disruptive businesses, overwhelming information and relentless change, companies have to master the art of strategy execution to be agile enough to capitalize on growth opportunities. Excellence in execution is what makes the difference between good strategies and success in the marketplace for your customers, partners and employees, and ultimately investors and shareholders.

 

Points covered include:

-Understanding the organization’s capabilities

-Discipline in managing strategy

 

Read the full article, How do you prepare for what’s ahead?, on LinkedIn.