For your organization to achieve its goals, be those long-term, transformative or continuous, it must possess the right capabilities. These statistics prove why it's time to assess your Strategy Execution engine.
Written by: Deborah Biscomb, Head of Marketing
Modern Strategy Execution is typically defined by an organization's ability to overcome the three Cs, which I am sure will hold weight with you as you read this:
- Complexity: Challenging goals are often cascaded with ambiguity and poorly scoped, making it difficult to join up divisions’, teams’ and individuals’ actions to the wider strategy.
- Confusion: Operating in a manner which achieves real step change alongside making daily improvements can be challenging and can make the visibility and success of these efforts overly difficult.
- Consequences: Lack of visibility and appropriate action means that progress is tough to quantify, and identifying areas of improvement near impossible, pushing your goals ever further out of reach.
Overcoming these hurdles doesn't have to be a misguided endeavour.
These are the statistics you and your organisation need to be aware of when it comes to successful strategy deployment, management and execution.
To continue learning about strategic capabilities and the factors impacting your Strategy Execution success, take your pick from the resources below:
- How to get your strategy to play ball with the catchball process: Great strategies make use of the catchball process. Here’s what that means and how you can integrate it.
- Strategic transformation and the Fourth Industrial Revolution: Discover how focusing on strategy execution can help businesses harness disruptive technologies and seize competitive advantage during Industry 4.0.
- The key to Strategy Execution: Explore the benefits of excellent Strategy Execution, the organizations who have succeeded, and how your business can follow suit.
About the author
Deborah Biscomb is i-nexus’ Head of Marketing. Deborah has wide-ranging experience of markets such as retail, manufacturing, financial services, public sector, telecommunications, energy and utilities, distribution and logistics. As Head of Marketing, her drive is to raise awareness and understanding of the challenges facing enterprises in controlling their strategy and driving superior results.