It is common and normal for organizations to have strategic plans that contain information on products, processes and strategy, but do not have information on the execution of the strategy.
The operational plan contains a collection of numbers, and little attention is paid to action plans, which is why organizational growth is low. In other cases, there is an endless collection of plans and proper planning of the way to "get things done" is neglected.
When companies do not deliver on their promises, the most frequent explanation is that the director or manager's strategy was wrong. However, the strategy itself is not the cause. The strategies fail because they are not executed. The things that are supposed to happen don't happen. Either because organizations are unable to make it happen or leaders underestimate the challenges their companies face in the environment in which they operate.
Execution is the big issue that is neglected, overlooked, and not discussed in today's business world. Execution is not just tactical; it is a discipline and a system, which must be built as part of the strategy, its goals and its culture.
Remember that no strategy pays off unless it is turned into action.
Often managers complain that employees are not doing what they are supposed to do to implement a work plan.
Implementation is a specific set of techniques and behaviors that organizations need to achieve a competitive advantage.
In a culture of execution, leaders devise strategies that constitute road maps, rather than rigid paths contained in planning books. They design the strategies to be executed, but a large part of them remain on paper.
Execution marks the step of everything else. It allows us to analyze what is happening in the technological and business fields. It is the best way to achieve change and transition; better than culture, better than philosophy. Execution-oriented organizations change faster than others because they are closer to the real situation.
Improving execution is simple and straightforward, for this the leader must be deeply committed to his organization. You must summon all members of the company to ensure that all available now-how is placed at the command of those who will execute the strategy. This now-how will be a competitive advantage.
The execution reaches the age of majority.
Leaders are beginning to understand the connection between execution and results. The change in the execution of the plans allows speeding up decision making and making the company more efficient. To understand the execution, the following must be kept in mind:
- Execution is a discipline and integral to strategy. Execution is the leader's main task. Execution should be the fundamental element of the organization's culture.
Execution is a discipline.
People think execution is the tactical aspect of the specific activity the organization is in. Tactic is important to execution, but execution is not tactics. Execution is critical to shaping the strategy. No worthwhile strategy can be planned without taking into account the organization's ability to execute it.
Execution is the systematic process of rigorously discussing the how's and the what's, questioning, following through with tenacity, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization's capacity, linking the strategy to the operations and people who will implement the strategy, synchronizing those people and their various disciplines, and linking the rewards to the results.
In its most fundamental sense, execution is the systematic way of exposing reality and acting on it: most organizations do not face reality well.
To execute the strategy, the following processes must be met:
- The staff process The strategy process The operations process
The leader must directly direct the three basic processes, and must do so with intensity and vigor.
Execution is the leader's main task.
Many leaders think that the main head of the organization is exempt from the details related to actually running things. It is a very pleasant way to see leadership: They are on top of the mountain, thinking strategically, trying to inspire people with visions, while functional managers do the difficult work.
This way of thinking is a fallacy and does immense harm.
An organization can execute the strategy if the heart and soul of the leader are embedded in the company. Leadership is not just about thinking big or rubbing shoulders with investors. The leader must be deeply and personally involved in the business. Execution requires a broad understanding of the business, its people, and its environment. The leader is the only person who can achieve that understanding, only he can make the strategy execute. If the leader is involved in the business he can have a broad vision, he can establish the dialogue in the company. Dialogue is the core of culture and the basic unit of work. The way in which people communicate with each other determines the degree of functioning of the organization.
Communication may be useless or it may have a meaning, what counts is the substance of the communication and the nature of the person communicating, including their ability to listen as well as to speak.
The leader who executes designs a pattern or model of execution. It implements a culture and a process aimed at execution, promoting the achievement of goals. Their participation in this model consists of assigning tasks and following them up. This means making sure that people understand the priorities. The leader who executes strategies in novice organizations has to tell people what to do; But in organizations that have been in the market for several years, it does not do it, it simply asks questions so that they realize what needs to be done. In this way, he transmits his experience as a leader and educates them to think divergently, but thinking about the proper execution of the strategy. The leader, instead of restricting people's thinking, helps them expand their own capacities.
Execution must be the fundamental element of the organization's culture.
Leaders must be directly involved in executing the strategy, as it is a great opportunity for people to understand the leader's role and practice discipline with him. Execution should be part of the organizational culture, it is the only way in which the behavior of the entire organization can be directly influenced.
Culture is the set of legends, customs, habits and values; These can be transferred when the leader works closely with his collaborators. Execution is a discipline that occurs with daily practice; For this reason, the intellectual and directive work carried out by the leader cannot be delegated.
Nobel Prize winners are successful because they run the details of a test, which other people can replicate, verify, and even improve.
The leader not only approves of the plan. You want an explanation and ask until the answers are clear and concrete.
Leadership that lacks execution discipline is incomplete and ineffective.
The difference of execution.
Every great leader has his instinct for execution because in most cases they are high-level thinkers. They are people who are caught by the intellectual current, experiment and adopt their instincts with enthusiasm. They know what they need to keep going.
Judging a person's intelligence is easy for people who give jobs and promotions for others; But it's easier to understand a person's history and measure their ability to get things done, especially when performance is the result of many people working together.
The leader with a broad understanding of the reality of the organization sets realistic goals.
It defines the structure to take advantage of the intellectual capital of the people, with which the organization obtains practical solutions for the clients.
The discipline of execution is based on the structure and a set of elements that allow execution, based on the three essential processes and on rigorous and consistent execution.
The elements of execution.
There are essential behaviors that make up one of the members of the execution:
- Get to know your staff and your business. Insist on being realistic. Set clear goals and priorities. Follow up on goals. Reward those who follow through on commitments. Extend people's abilities. Know yourself.
Get to know your staff and your business.
In companies that don't run, leaders are generally out of touch with people and everyday realities. Leaders have to live in their businesses, they have to appropriate all internal and external processes.
Being in direct contact with people serves to transmit their experiences, their experiences, their ideas and their perceptions; at the same time that it presents the opportunity to know the way of thinking of its employees. In the execution the leaders must be present. Connected leaders can jointly discern the best way to make the strategy work and work well.
Being present allows the leader to personally connect with people; Personal connections help you create an intuitive feeling for the business as well as for the people who act in the process. It also helps to personalize the mission.
Insist on being realistic.
Realism is the heart of execution. We cannot hide personal and organizational errors and weaknesses, it is convenient to identify the positive and negative characteristics. Being honest with reality allows us to face problems and eliminate them definitively. We cannot live deceived.
Set goals and priorities.
Understanding internal problems makes us think about priorities. The leader must establish clear and realistic goals, which will affect the overall performance of the company.
It is understandable that we can face many serious problems with few available resources. In order of complexity or importance, it is appropriate to work on a few priorities that are clearly and precisely defined. The way to attack the problems must be logical and consensual.
The transmission of these priorities must be using simple and direct language.
We must speak frankly and openly; we must simplify things so that our collaborators can understand, evaluate and act on them with common sense.
Follow up on goals.
Having clear and simple goals is meaningless if nobody takes them seriously. Failure to implement them is widespread in the business world, and a leading cause of poor execution.
In many work meetings, people leave without clear conclusions, they leave without knowing who should do the work. Everyone may have agreed that the idea was a good one, but by not having defined a responsible party, it is not put into practice. After the meeting, people may find other solution alternatives, however, since they have not been analyzed and specified in the meeting, they are not executed either.
Following up on commitments made by people and by units is an undeniable responsibility of leaders; This is the way for people to take responsibility for their commitments. It is the best way to execute the strategy.
Reward those who follow through on commitments.
The word compensation or reward means retribution, prize or recognition for the achievement of extraordinary results. It is a consequence of monitoring and evaluating the performance of people in each of their functions.
Organizations develop compensation systems that have a direct effect on the ability to attract, retain and motivate employees. Compensation seeks to incentivize people's contributions to the organization's goals, objectives, and profitability.
People work in organizations with certain expectations and results. They are willing to dedicate themselves to work and meet goals and objectives if this brings them any additional benefits. When designing a compensation or recognition system, we must consider the most appropriate way to increase people's commitment to the organization. Significant achievements should be rewarded. Routine activities that do not add value to customers cannot be rewarded.
Expand the capacity of people.
Management is the best way to expand people's capacity. There are collaborators who respond in a better way to the requirements of the processes, when they comply with what has been entrusted, one can think of delegating greater responsibilities to them. It is in one of the ways that we have to make them grow. Leaders committed to the people take advantage of each meeting to communicate their ideas and influence the attitude of their collaborators.
When a leader discusses business and organizational issues in a group setting, everyone learns. Collectively addressing challenging issues, exploring the positive and negative factors of decision making, analyzing alternative solutions, and deciding which ones make practical sense are ways to increase people's capacity. These discussion meetings should be governed by trust, sincerity, and honesty.
Know yourself.
Everybody asserts without conviction the idea that leadership of an organization requires strength of character; For the execution of the strategy we need such strength and emotional strength; This implies being honest with yourself, honestly facing the organizational reality and providing frank and objective evaluations. We must tolerate the diversity of views, respect the mental and personal history architectures that organizations need to have with their members in order to avoid stagnation.
Emotional strength provides us with the courage to accept the points of view that oppose ours, as well as the confidence to encourage others to accept the challenges; It allows us to accept and confront our own weaknesses, be firm with people who do not perform well, and handle ambiguity.
Emotional strength comes from discovery and self-control. It's about personal skills. Good leaders know their strengths and weaknesses especially when dealing with other people, then correct their weaknesses. His leadership is earned when his followers see his inner strength, personal confidence, and abilities to help his team members achieve the expected results, expanding their own abilities. A strong and enduring leader has an ethical framework that provides him with the power and energy to carry out the most difficult assignments.
Committed leaders face their challenges with capacity and confidence, get things done, resolve conflicts, and solve problems with energy. Such leaders never give up on what they think is right.
There are four basic qualities that make up emotional strength: authenticity, self-knowledge, self-control, and humility.
Authenticity: means that you are real and not a faker. It is really being yourself and in any circumstance. Your "outer person" is the same as your inner person. You are consistent between what you say and what you do. Only authenticity can build trust, because sooner or later people spot fakers.
Self-knowledge: it gives you the ability to learn from your mistakes, as well as from your successes. It allows you to keep growing. Few leaders have the brainpower to be good people, good judges, good strategists, good operational leaders, and at the same time talk to clients and do all the other things that the job demands. The great virtue of them is that if they fail in anything, they are able to get immediate help to correct. The person who does not even recognize what is needed never succeeds.
Self-control. When you know yourself, you can control yourself; can take responsibility for behavior and attitude, can adapt to change, can adopt new ideas, and maintain standards of integrity and honesty regardless of conditions.
Self-control indicates the mastery that a person can have of his reactions, feelings and impulses through a voluntary determination to be able to make them arise or grow, maintain or submit according to his free decision.
Making yourself is a value that takes shape in the human being as he grows in age and intelligence and becomes more autonomous, more responsible and mature. To take charge of your own existence, overcome the obstacles that arise at every step.
Self-control is like "a process through which the individual becomes the main agent in guiding, regulating, and directing the characteristics of his own behavior."
This behavior, in turn, will lead to certain desired positive consequences.
Humility. To the extent that you can control your ego, you will be more realistic about your problems. You learn to listen and admit that you don't have all the answers. The fact of being humble is the characteristic that defines a modest person, someone who does not believe himself to be better or more important than others in any way.
Humility is the absence of pride. Humility is accepting the qualities with which we are born or develop, from the body to the most precious possessions. Therefore, we must use these resources bravely and benevolently. To be humble is to let do and let be, if we learn to eliminate arrogance, we recognize the physical, intellectual and emotional capacities of others. Therefore, the sign of greatness is humility.
Humility enables a person to be trustworthy, flexible, and adaptable. As we are humble, we acquire greatness in the hearts of others.
STRATEGY PROCESS
According to an Ernst & Young study, 66% of business strategies are never executed. Why? Because doing something new is always complicated. The organizations and the units that comprise them must overcome traditions, conflicts of interest, very poor internal communication channels and other cultural aspects. These are some keys that gives the expert in administration Lauren Keller in an article published by the Harvard Business Review.
The seeds of implementation problems are planted very early, often during the formulation of the strategy itself: in the process of defining and designing the strategy it cannot be seen as something other than creating a plan to execute it.
Creation of a frame of reference for cultural change.
When a business is not doing well, leaders are often supporters of changing the organizational culture. They are correct in recognizing that people's convictions and behavior are as important as the organizational structure.
The implementation of changes in strategy or culture by itself improves relative to the company. Structure and strategy are inert, if convictions and behavior are not available.
To change the corporate culture, a series of processes or mechanisms are needed that modify people's ideas and behaviors, so that they are directed towards achieving tangible results.
The basic premise is simple: cultural change comes true when the goal is execution. The first thing to tell people is to indicate the results that are expected. Next, the way to obtain these results must be analyzed, as a key element of the management process. If they fail to achieve them, additional routing must be provided, rewards withdrawn, assigned to other activities, or dismissed. Once what is said is done, we create a culture aimed at getting things done. Recognizing the added value that people bring to the change process is important.
Operational culture.
The culture of an organization is the sum of its shared values, beliefs, and standards of conduct. People who are preparing to make a change in culture understand that it is necessary to reinforce values, that is, fundamental principles and standards such as: integrity, respect for the customer, the quality of products and services, and ethics. in the way of doing business.
A specific procedure cannot be established to achieve the change in the company culture; However, we can mention that the change must be properly planned and a communication plan must be foreseen that allows the organization's personnel to be informed of the scope of the suggested changes. There must be a great deal of perseverance, honesty, and authenticity. People cannot be fooled, and under the pretext of making the change in company culture, lay off a certain group of workers.
The rewards and the performance.
The basis for behavior change is to link rewards to performance and make those links transparent. The culture of a company defines the behaviors and results that are appreciated, respected and rewarded. Performance evaluation tells us things that have value and deserve to be recognized; People who receive recognition do so because of their interest in properly executing the strategy and in meeting commitments.
In order to ensure that all people are compensated fairly and equitably, the effort, creativity, responsibility and efficiency of the people and / or work teams must be considered.
The challenge is not to design a perfect remuneration system, but to develop an ongoing process that minimizes distortions and convinces workers to do their best even when incentives are lacking.
A systemic approach is necessary when a compensation scheme takes into account the efforts of the workers, their experience and their educational and professional level. This systemic aspect also requires management to review the company's objectives and the progress made in achieving these objectives.
Management should expect that workers:
- Accept the company's goals as your own. Avoid maximizing products at the expense of the process. Understand that your well-being is linked to that of the company, creating a win-win relationship.
Reward systems are retrospective approach systems, since they evaluate the result of the individual, the group or the company. Based on this result, recognitions and / or rewards can be established.
It is important to differentiate between individual and group examinations. Commissions are an individual reward that can negatively affect worker motivation. Generally, those who receive commissions feel that they are being manipulated by the company through the commission system. At the same time, those who do not receive commissions may think that their contribution is less important than that received by employees who are subject to this practice. Corporate profit-sharing systems, on the other hand, represent a recognition and reward system that strengthens group motivation and promotes teamwork.
Linking performance rewards is necessary to create a culture of execution, but it is not enough. Often a tough leader who strives to implement a performance culture will set rigorous performance standards and then just watch how they work. "Nothing or sink," is the message. Many people because of that undaunted way of seeing things will collapse and with them, the organization will also collapse.
The social execution software.
"Social Software" is a metaphor that refers to organizational methods that favor the integration of people, information, work and technology in a constructive dynamic, in order to provide a service of the highest quality, regardless of the scope of action..
For the implementation of a new project it is essential that there is an intense debate, that doubts are analyzed to obtain conclusions that lead us to make the right decisions. For this, social software is very helpful because it allows us to communicate with advisers and people who can answer questions. If the decisions are false it is because eventually the analyzes are not deep, because the personal interactions are unsuccessful.
The people in charge of making a decision and putting it into practice fail to connect and interact. Intimidated by the group dynamics of the hierarchy, and limited by formality and lack of trust, they express their comments rigidly and without conviction. Lacking emotional commitment, the people who must carry out the plans do not act decisively.
The importance of intense dialogue.
Dialogue means having a space for people to connect and talk to each other. It involves a process in which the participants engage in a sharing or in a mutual interrogation in which both examine, reflect, question and think. Through dialogue, meaning and understanding are continually interpreted, reinterpreted, clarified, revised and expanded.
From this it follows that dialogue can only be generative. It is a relational and collaborative activity and as such requires and invites participants with a feeling of mutuality, including genuine respect and sincere interest in the partner. At the same time, dialogue generates a feeling of belonging, so we can infer that it invites us to establish relationships.
Intense dialogue makes the organization effective in collecting information, understanding it, and shaping it to produce decisions. Encourage creativity; most innovations are incubated through intense dialogue.
The intense dialogue begins when people come to him with an open mind. Participants are not caught up in preconceived ideas or armed with particular purposes. They want to hear new information and alternatives or proposals to analyze and debate them. People should speak honestly, not express their opinions to please bosses or to maintain harmony. Here we consider harmony as the desire not to offend anyone.
Intense dialogue encourages critical thinking, clarifies positions and clarifies content.
There is a provision to “negotiate” the agreements for the benefit of the organization.
Leaders get from others the behavior they exhibit and tolerate.
The conduct of a company is the conduct of its leaders. If we want to change the culture of the organization, then we must start by changing the culture of the leaders.
To create a performance-oriented culture, the leader must be present to create and reinforce desired behaviors: he must foster frank and honest dialogue. In your communication with staff you must shape your beliefs and the behavior that people need to learn. By discussing business-related aspects and analyzing the external environment, the leader gives his opinion about general trends, competition, problems and growth opportunities.
If the leader is doing his job to help create an execution-oriented culture, that information will spread to all levels of the organization.
What the leader can never delegate.
Taking into account the various aspects that businesses cannot control, from the state of uncertainty in the economy to the unpredictable actions of competitors, companies pay careful attention to the one thing they can control: the quality of their staff, especially those who occupy leadership positions.
The human beings who make up an organization are its most reliable resource to generate excellent results. Your judgments, experiences, and abilities make the difference between success and failure.
Leaders cannot delegate the choice of their collaborators. To execute the execution strategy, the leader must choose the right people for each position; in doing so they must complete promoting and developing the best candidates to satisfy the requirements of the organization.
Why the right people are not in the right jobs.
Leaders may be unaware of the importance of choosing the right people. They can select people with whom they are most comfortable, rather than choosing people who have better skills to do the job. You may lack the courage to discriminate between smart performers and routine performers.
This can happen due to lack of knowledge, lack of emotional strength to face and carry out decisive actions; psychological comfort, physical exhaustion, or lack of decisive action to make difficult decisions correctly and put them into practice.
What is expressed is the reflection of a fundamental deficiency: leaders are not personally committed to, nor deeply involved in, the personnel process.
Leadership: getting things done through other people.
Getting things done through other people is a fundamental leadership skill. If we are not achieving it, it is because we are not leading. As leaders committed to the execution strategy, we must develop the initiative and creativity of our collaborators; we must trust them. We must set goals, set limits, facilitate resources, follow up and give feedback; and, what is more important to think that the members of the work team participate in decision making. We must learn to get things done with the help of others.
People who can work as a team increase the capacity of the organization. With this type of collaborators, the organization benefits from the use of time and the adequate use of human talent.
Follow.
Following up is the cornerstone of execution, because it is a way of ensuring that people do the things they are committed to, according to the agreed schedule. By following up, any lack of discipline and connection between ideas and actions is revealed; forces to be more specific when making work plans. If people cannot execute a plan because circumstances have changed, monitoring ensures that they will cope with the new conditions creatively and conveniently.
When developing a plan, it should be clarified: who will do it, when and how will they do it, when will the results be evaluated and who will be involved in said evaluation.
Sincere evaluations teach us to focus on the quality of people's talent as a fundamental competitive advantage.
If we have leaders who have the right behavior, a culture that recognizes and rewards execution, and if we rely on a consistent system to get the right people to do the right jobs, we have laid the foundation for effectively operating and managing the process strategy execution.
THE STAFF PROCESS
The personnel process is more important than the strategy or operations processes. It is the staff of an organization who creates the strategies and implements them.
A vigorous personnel process does three things:
- Assess individuals accurately and in depth. Provides a frame of reference to identify and develop leadership talent. Integrates human talent in achieving goals.
Personnel selection should be done by linking people to long-term goals, as well as the objectives of the operational plan. Talented and committed people are needed to execute the strategy.
The fulfillment of the short and medium term goals depends to a great extent on the good selection of personnel and the leadership exercised by those who coordinate the business activity. In most cases, the company must implement tactics such as: continuous improvement. The intensive training of your personnel, the reduction of the gaps between the planned and the obtained: Only in this way can you successfully maintain a competitive advantage in the market.
Identifying people with high potential to be promoted is part of the strategy's implementation dynamics. If we do not correctly implement the personnel process, we will never use the potential of human talent and therefore opportunities will not be exploited.
In many cases we are wrong to choose people to perform an activity well. In these cases, their impact on organizational processes and performance must be thoroughly evaluated. Several times we will have to fire those who do not adapt to our organizational culture or do not meet the objectives for which they were hired. Low-performing people are those who fail to meet established goals because they are unable to meet their responsibilities.
Mistakes does not mean that we have failed, nor does it mean that the staff is bad, it is simply indicative that we did not choose the right person for the right place; and / or that the person did not comply with the requirements.
Relate human resources to results.
Human resources must be integrated into strategy and operations so that they become the main force that energizes processes and helps to think and resolve the setbacks that occur on a daily basis. This implies that human resources are considered at all stages of the process, not only in the activities in which material things must be done, this includes intervention in the preparation of plans and decision-making. This form of inclusion allows people to feel important and to commit to the goals that he helped plan.
There is no single system to create and maintain a vigorous staff process, but several aspects need to be considered, such as: using values such as integrity and honesty; use a common perspective and language and above all, sincere dialogue is essential.
Creating the link.
The basic goal of any strategy is very simple: win customer preference and create a sustainable competitive advantage, this translates into satisfactory economic results. The strategy defines the direction of the business and positions it to move in that direction.
Few people understand that a strategic planning process requires the careful and detailed cooperation of the human mind; from the collaboration of the people closest to the activity, from understanding the needs of internal and external clients; of the necessary resources and an understanding of their strengths and weaknesses. This is the only way to create a link between strategy and operations.
A strategic plan designed for the long term must be a reliable, viable and above all realistic action plan. Those who formulate it must be committed to its execution. The
Preparation of said plan begins with the identification and definition of the fundamental aspects and / or critical success factors. For the plan to be successful, it must consider the "hows", if it does not, it is on the road to failure.
The plan must analyze a large number of strategies and alternatives, only in this way will it be possible to guarantee all the possibilities of successfully implementing and executing the plans with deep criteria.
The strategy itself is not complex. Every strategy ultimately comes down to a few simple building blocks. Strategy formulation is the most effective means of allocating resources for all business units in which strategies will be executed.
The strategic plan also defines the limits, that is, it clearly indicates the specific businesses and / or activities in which the company will participate and the general market in which it will develop. The formulation of the strategy describes the positioning of the business in the context of the market, establishes the segments in which it is going to execute the strategy.
Review and evaluation of the strategy.
The review of the results of the implementation of the strategy must be inclusive and interactive: it must include solid debate; it must be realistic and all the people responsible for the main processes and / or the people who participated in the formulation of the strategy must participate.
Strategy evaluation is another great opportunity for the leader to get to know people better. There I was able to discover skills or abilities to develop strategic thinking, both individually and in groups. At the end of the review, there will be a good perspective of the people who participated and an evaluation of their potential to take on new responsibilities.
OPERATIONS PROCESS
Once the premises are established, the next step is to create an operational plan to execute the strategy.
The operational plan covers all the main programs of the year, and in all the key areas of results such as: marketing, production, finance, quality of customer service, maintenance of software and software, purchases and imports.
The Operational Plan.
The operational plan is an official document in which the heads of an organization (business, institutional, non-governmental…) or a fragment of it (department, section, delegation, office…) list the objectives and guidelines that must set the short term. Therefore, an operational plan is generally established with an effective duration of one year.
The operational plan is the culmination of the detail of a strategic plan and a master plan. The operational plan includes the strategies and tactics with which we will achieve each of the short-term goals. It specifies the way the coordination and / or the synchronization so that the different phases of the process achieve the goals.
An operational plan takes into account critical aspects of execution when creating a reality-based budget. It contemplates the modifications that will need to be made and anticipates contingencies about things that can go wrong or that can offer unexpected opportunities.
Importance of synchronization.
Timing is essential to achieve excellence in strategy execution and to provide sufficient energy to the organization. Synchronization means that all moving parts have common premises about the environment; manifests a common understanding of problems. Synchronization includes making the goals of the interdependent parties correspond to each other and ensuring that their priorities are linked with other parts of the organization. When conditions change, synchronization realigns multiple priorities and reallocates resources.
CONCLUSIONS
A good strategic planning process is one of the best tools to teach people the culture of execution.
The leader must take full responsibility for planning and executing the strategy; if you need help, you should ask for it with maturity and honesty.
A strategic plan is adaptable and subject to adjustments if the circumstance so requires. Follow-up is essential to verify if the execution is carried out as planned. In the case of deviations, alternatives considered in the contingency plan can be applied.
Everything can change in a moment, from customer preferences to cash flow. Businesses must anticipate untimely change.
Execution is not just tactical; it is a discipline and a system, which must be built as part of the strategy, its goals and its culture. Remember that no strategy pays off unless it is turned into action.
The strategies of a business unit clearly describe how we will obtain new clients and how to obtain their loyalty.
Many strategies fail because not all critical aspects are considered, due to the lack of vigorous dialogue with members of the organization.
A strategic plan is the basis we have for preparing an operational plan.
The strategy process defines where the business wants to go, the personnel process defines who is going to execute the strategy. The operational plan provides the way to make it effective; Divide long-term goals into short-term goals.
Monitoring and control are essential for the execution of strategic or operational plans; because they allow us to assess the degree of commitment of people to the goals and objectives of the organization.
The strategies fail because they are not executed properly and / or simply people do not consider them beneficial to their interests and those of the company.
Synthetic summary of the book: “The art of execution in business”, by the authors Larry Bossidy and Ram Charan. Editorial Aguilar. 2004.
