In today’s accelerated pace of business, there are benefits to going slow on strategy execution. In this post, Sean McCoy explains why.
Leaders of all types of organizations – businesses, non-profits, government departments – often want their organizations to move faster. Once leaders develop clear vision and strategy, they want the organization to move as fast as possible in executing the strategy.
We have worked with numerous organizations across various industries on their “speed of execution”, and some patterns have emerged. We have seen 10 common reasons why organizations execute strategies slowly.
Layers – More layers mean more time is spent delegating and not doing. Once work is finally completed by frontline staff, each layer means another step of review. Also, each layer in the org has its own interpretation of the strategy, so more layers means more degrees of separation from the CEO’s original strategy.
Gaps in responsibilities – A CEO provides a clear vision and strategy to achieve that vision, yet organizations can still move slowly because work slips through the cracks. This usually happens because the division of labor for an activity was not clearly defined.
Overlapping responsibilities – When multiple people think a decision or activity is in “their lane”, the organization slows down while ownership is sorted out. Too many organizations are familiar with the turf wars that often ensue.
Unclear communication – When a CEO brings a new strategy, everyone silently asks themselves “what does this mean for me?”. Unclear communications make it difficult to answer this question. As a result, the organization develops a reluctance to embrace a course of action with unclear consequences.
Key points include:
- Culture mismatch
- Excessive hand-offs
- Speed not measured
Read the full article, 10 Reasons Organizations Execute Strategies Slowly, on TheMcCoyConsultingGroup.com
David A. Fields provides an eight-week plan for an effective strategic planning process that will engage and enthuse your team of consultants for the year ahead.
If you develop an annual plan for your consulting firm, there’s a decent chance you sit down with your senior team and/or advisors for a day or two to hammer out your objectives, strategies and tactics. (If you don’t engage in any strategic planning for your consulting firm then, as the old saying goes, ‘When you don’t know where you’re going, any road could end up in Newark.’) The annual rigmarole requires substantial effort, time, M&Ms and endurance. It’s a chore.
The six steps covered in this article are:
-Report the facts
-Lessons learned and implications
-Revisit vision, values, and mission
-Goals, gaps and objectives
-Strategic Initiatives and Success Metrics
Read the full article, 8 Weeks to Get Juiced – A Better Strategic Planning Process for Consulting Firms, on David’s website.
David A. Fields offers actionable advice on how to respond to a client when consulting work veers off the rails.
When you, your consulting team and your client all stay on task and positive, consulting is a fun, challenging and rewarding profession. When consulting work veers off the rails, though, how should you respond?
Lines are confusing
Let’s say you want to engage in outreach to your prospects. Rupert, SVP of Everything is next in line. So, you drop him a line. He answers and asks you to hold the line. (Didn’t you just drop it?)
Ugh, you’re on hold, but business is on the line. Two minutes of elevator music. That’s where you draw the line. Is it the end of the line for Rupert? Hard to know—it’s a fine line.
Read the full article, How Your Consulting Firm Should Deal with Clients that Cross the Line, on David’s website.
Three key points in ninety seconds from Amanda Setili on how to avoid strategy execution melt down.Strategy execution is where everything goes haywire.
We can always come up with a good strategy, a good plan for what we want to do, but when the rubber meets the road and you’re actually implementing, that’s where you find out all the things that you maybe didn’t plan for. Frankly, it’s impossible to anticipate everything. One of the keys to effective strategy execution is having clear goals in mind, but also having people empowered to make decisions along the way because you got to enable yourself to adjust course. It used to be that you could plan strategy cycles, every five years, or at least every year. Now you need to be continuously adjusting your strategy. At least every quarter you should be having strategic discussions about what have we done so far, what have we learned, what do we want to change? That process of constantly adjusting course is essential and it’s also essential to make sure that everyone understands where you’re headed so that they can all contribute because frankly, with the speed of change today, you can’t possibly tell everyone what to do. You need to have them clear about what the goal is so that they can anticipate on their own for their own part of the business, how they need to adjust.
Watch the video, How to Prevent Strategy Execution Meltdowns, on Youtube.