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Strategy execution, the art of turning a well-crafted plan into tangible results, is an endeavour fraught with pitfalls. The difference between a promising strategy and its successful execution often lies in the people and leaders driving the process. In this article, we will examine the most prevalent obstacles and provide some questions to prompt reflection on overcoming them.
Here, we examine the most prevalent obstacles and provide some questions to prompt reflection on overcoming them.
Without individual commitments, the strategy implementation is likely to fail. People who are not committed to a strategy will not be very motivated to implement that strategy and achieve its goals. In the end, people are the ones who have to execute the strategy in order to make it a success.
People might readily pledge support for company-wide goals, but when asked to put their personal commitments in writing, many hesitate.
Strong individual commitments serve as the foundation for successful execution. Individual commitments drive team commitments, and team commitments drive business outcomes.
Organisations depend on a diverse group of individuals, including senior leadership, executive management teams, and contributing team members, to execute their strategy. We must accept that communication does not mean a complete understanding of the strategy. Partial understanding is like kryptonite that undermines the successful execution of that strategy.
People often pretend to be experts in various areas, which can lead to disastrous outcomes. They don’t question the underlying assumptions of their belief in their understanding and capabilities, erroneously assuming they possess the necessary skills to deliver on the strategy. A lack of self-awareness about what we know and what we don’t know, particularly among key initiative leaders, can result in your plans getting shipwrecked.
Some leaders may be hesitant to acknowledge their lack of understanding due to various cultural and personal insecurities. It is essential for everyone to recognise that we don’t know what we don’t know. By admitting our knowledge and capability gaps, we can take the action required to ensure the success of the strategy execution. This awareness and willingness to learn can ultimately strengthen the execution of a strategy and contribute to an organisation’s growth and success.
When leading a mission-critical project, we must ensure we are open and upfront about our level of understanding and competence to deliver on the commitments.
When things go awry, many people are hesitant to ask for help. Fear of being perceived as a failure can lead to a “hope and forgiveness” strategy that ultimately results in poor performance. Hardworking and loyal employees may still fail to deliver results, which can be challenging for leaders to address.
As leaders, the onus is on us to convert strategy into tangible results. We are accountable and responsible for delivering the outcomes that drive business success. Navigating the treacherous waters of strategy execution requires introspection and a commitment to overcoming common obstacles.
By reflecting on these questions, you can diagnose the problems and address the pitfalls that hinder strategy execution. Leaders can significantly improve their chances of transforming a strategy on paper into a reality that delivers valuable outcomes for all stakeholders. Embrace vulnerability, cultivate self-awareness, foster a learning environment, and establish clear expectations to steer your team towards success. Only with absolute commitment come the insights that create real victory.
Remember, as a leader, the responsibility extends beyond ourselves. It’s crucial to support your team in overcoming challenges and creating a high-performance culture. By doing so, you’ll be able to achieve the results that drive lasting success for your organisation.
This article was originally published on LinkedIn, and has been edited and reposted with permission from Dhanush Hetti.
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One of the most immediate and impactful uses of AI is in personalization. Telcos have long recognized that customer experience is more than just a differentiator—it’s central to loyalty and long-term success. AI enables telcos to create customer journeys that are tailored based on actual behavior and preferences.
Insights
27 April 2023
Insights
27 April 2023
Strategy execution, the art of turning a well-crafted plan into tangible results, is an endeavour fraught with pitfalls. The difference between a promising strategy and its successful execution often lies in the people and leaders driving the process. In this article, we will examine the most prevalent obstacles and provide some questions to prompt reflection on overcoming them.
Here, we examine the most prevalent obstacles and provide some questions to prompt reflection on overcoming them.
Without individual commitments, the strategy implementation is likely to fail. People who are not committed to a strategy will not be very motivated to implement that strategy and achieve its goals. In the end, people are the ones who have to execute the strategy in order to make it a success.
People might readily pledge support for company-wide goals, but when asked to put their personal commitments in writing, many hesitate.
Strong individual commitments serve as the foundation for successful execution. Individual commitments drive team commitments, and team commitments drive business outcomes.
Organisations depend on a diverse group of individuals, including senior leadership, executive management teams, and contributing team members, to execute their strategy. We must accept that communication does not mean a complete understanding of the strategy. Partial understanding is like kryptonite that undermines the successful execution of that strategy.
People often pretend to be experts in various areas, which can lead to disastrous outcomes. They don’t question the underlying assumptions of their belief in their understanding and capabilities, erroneously assuming they possess the necessary skills to deliver on the strategy. A lack of self-awareness about what we know and what we don’t know, particularly among key initiative leaders, can result in your plans getting shipwrecked.
Some leaders may be hesitant to acknowledge their lack of understanding due to various cultural and personal insecurities. It is essential for everyone to recognise that we don’t know what we don’t know. By admitting our knowledge and capability gaps, we can take the action required to ensure the success of the strategy execution. This awareness and willingness to learn can ultimately strengthen the execution of a strategy and contribute to an organisation’s growth and success.
When leading a mission-critical project, we must ensure we are open and upfront about our level of understanding and competence to deliver on the commitments.
When things go awry, many people are hesitant to ask for help. Fear of being perceived as a failure can lead to a “hope and forgiveness” strategy that ultimately results in poor performance. Hardworking and loyal employees may still fail to deliver results, which can be challenging for leaders to address.
As leaders, the onus is on us to convert strategy into tangible results. We are accountable and responsible for delivering the outcomes that drive business success. Navigating the treacherous waters of strategy execution requires introspection and a commitment to overcoming common obstacles.
By reflecting on these questions, you can diagnose the problems and address the pitfalls that hinder strategy execution. Leaders can significantly improve their chances of transforming a strategy on paper into a reality that delivers valuable outcomes for all stakeholders. Embrace vulnerability, cultivate self-awareness, foster a learning environment, and establish clear expectations to steer your team towards success. Only with absolute commitment come the insights that create real victory.
Remember, as a leader, the responsibility extends beyond ourselves. It’s crucial to support your team in overcoming challenges and creating a high-performance culture. By doing so, you’ll be able to achieve the results that drive lasting success for your organisation.
This article was originally published on LinkedIn, and has been edited and reposted with permission from Dhanush Hetti.