The Role of the Internal versus the External Strategist
Can an external strategist be an asset to an established corporate strategic planning team? There is clearly no substitute for the value provided by the internal strategist and the homegrown planning processes that fit the organization like an old well-worn baseball glove. But can this value be enhanced by an outsider’s involvement?
Mapping Out Strategic Execution: Part 2 of “Why We Fail at Strategic Implementation“
In the first segment of this article, we explored some common causes of plan execution failure. The issues addressed in that article are all avoidable if execution is planned and managed properly. Much of the success or failure of strategic implementation is determined during the planning process. The issues not dealt with during the planning process can be systematically handled during tactical execution. This article delves into a six step road map for strategic execution and provides techniques and strategies to mitigate problems in execution and avoid implementation issues with our strategic plans.
Strategy Execution: Why We Fail At Strategic Implementation
Why do so many organizations fail at strategic implementation? The quality of an organization’s strategic plan is not the primary determinant of success in goal achievement. No, the primary factor is that success hinges on execution. This article is part 1 of a two part series and examines some of the most common root causes of organizations and their leaders to miss the mark on strategic implementation. In part 2 of the series we map out an approach for successful strategic execution.
The CEO Conundrum – Balancing Strategic and Tactical Responsibilities
We call it the CEO conundrum. Corporate executive officers strike a delicate balance between business visionary, big-deal closer and operations manager. The challenges now facing CEOs is certainly changing and becoming far more difficult to pull-off successfully. The New Year has ushered the global business community into a new decade full of promise and teeming with opportunity, yet still fraught with perilous economic challenges and ever increasing regulatory complexities. It is no longer enough to have a sound strategy. CEOs must shape their companies to be highly agile, run lean, and have highly empowered employees at all levels of the organization. This article defines the CEO conundrum, explores the opportunity it provides us and offers three pieces of advice that CEO’s will want to read.
