Strategic Execution: Your Plan or Your Organization?

If your Strategic Execution™ is hit-and-miss, you are not alone—only 10% of all companies execute well to their strategies. There are lots of contributors to companies’ poor execution to strategy, but one that holds many back is organizational readiness. The Tampa Bay Buccaneers NFL football team set a record for pro sports futility in its first two years—26 consecutive losses in 1976 and 1977. At a press conference after the record-breaking 20^th loss the late John McKay, then the Buccaneer’s coach, was asked, “Coach, how do you feel about your team’s execution?” McKay quipped, (more…)

December 1, 2014 Los Angeles, CA Group50^® Business Management Consulting Firm announced today that it has significantly expanded its consulting resources and tools in sales force effectiveness, organizational development, and change management. Jim Gitney, CEO and Founder of Group50® commented….”Strategic Execution is the cornerstone of a company’s success and our sweet spot. Our clients want to work with a consulting firm that has broad expertise and deep bench strength. I am pleased to announce that Deborah Wexler has joined Group50.

As a career consultant, Deborah has helped companies design and execute their strategies through effective use of their people, processes and technology. She has led (more…)

Recently, I was working with a senior leadership team who was convinced that the key issue in their business was industry knowledge. They were thinking that a lack of industry knowledge was the root cause of their issues in the marketplace. It was difficult to get them to focus on the other issues in their business. While I agree industry knowledge is important, it is only one of the seven business processes every business needs to do well in order to be successful. In this case, the people running the business knew their industry very well, but were lacking knowledge in many other areas. If too much emphasis is placed on one area such as industry knowledge, then the business is likely to realize mediocre results. Businesses need to: (more…)

Unless your compensation strategies are tied to your business strategies, you shouldn’t expect effective strategic execution, an organization that is properly focused and great results. Compensation practices are a key element of how you manage, engage and motivate your employees. NOW is the time to assess the effectiveness of your compensation systems. Ask yourself; (more…)

Yankee Hall of Fame catcher Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else.” A business interpretation: strategy needs to guide your efforts and your company’s Strategic Execution™– how effectively you implement your strategy — distinguishes whether you’ll win or be an also-ran. One of the ways effective businesses stay on course is understanding in detail where they have been, what successes they have had in execution and where they have come up short. All too often companies (more…)

You should always be taking stock in past performance: Success, Failures, Opportunities, Strategic needs. The norm is to review your financials – Sales, Revenue, spending patterns, profitability, etc. but do you strategically review one of your most critical business functions – Human Resources and the Organization itself? Most companies don’t, leaving it to the leaders in the organization. Most companies respond to the immediate needs of the organization without advanced planning or forethought, unless it is a reorganization or a huge project. To determine how prepared your organization is for the future and your “next big opportunity,” or the company’s strategic needs, ask yourself these questions: (more…)

There are lots of reasons why failure in Strategic Execution™ is so common and why only 10% of all companies execute their strategic plans effectively. Many companies do strategic planning, and may even have a well-documented process.

However, the process itself has become a hollow drill—a once-a-year exercise to get a financial plan to the bank and pacify the board—instead of a meaningful way to assess the business and set a meaningful course. As well, many (more…)

Forget everything you knew about Mexico vs. China 10 years ago. Significant changes in economics, infrastructure, geo-politics and cost have made Mexico the new China from a manufacturing and distribution stand point. See how much change there has been in the following presentation. These changes in cost will compel you to: (more…)

An accountable culture is healthy and sustains strong performance. Your corporate strategy is as critical to success, as is your organization’s Strategic Execution^TM. However, the level of accountability determines whether strategic gains are sustained or not. An accountable culture features extensive employee self-management enabled by related tools, key performance indicators (KPI’s) (more…)

Understanding and being understood are among the most basic needs of all people. The same is true for businesses wishing to execute well, adapt to change, and effectively execute the company’s strategy. A common business language aligns a company’s operating organization and connects it with senior leaders and other key stakeholders. Further, a common, performance-based language helps avoid (more…)