Strategy implementation Execution
The True Challenge is NOT strategy articulation.
It is Successful Execution of well-articulated strategies
Easier said than done !
Having a strategy is one thing. Having it implemented successfully is another thing ! Recent statistics show an alarming failure rate of 76% in strategic initiatives execution. Digging into the reasons for this high failure rate showed they mostly exist in the organizational corporate culture and the way these organizations are led and managed. Further analysis also showed organizational fragmentation and dominance of self-centricity/internal politics inside the organization.
Being in the facilitator/moderator role in such projects, I have made my own observations on this problem, and accordingly came up with an effective approach on how to deal with this challenge. I do not need to raise the expectations unreasonably, I know I can help in a big way, but I do not have a magic wand in my hand and I do not bring rabbits or birds from my sleeves. The approach/solution I am talking about is not a "bush-button" that kills all the issues on its own. Decision-makers in the organization have to step up to their responsibilities and provide the necessary support if they really want to succeed in these efforts.
Strategy implementation/execution is a journey not a destination of a journey, the destination is the organization's vision translated into long-term strategic goals that must be tangible, quantifiable and measurable in order to be properly managed. This journey will have clear and visible milestones that must be reached and achieved on the way, but there are also obstacles, risks and issues that will be encountered. Unfortunately, most of these are unknown in advance, and are difficult (or even impossible) to predict and foresee in the beginnings of the project. Yet, we have to be flexible and agile during the execution, make the right decision in the right place, at the right time as seen necessary. This is part of the moderator/facilitator role that I will be playing during these projects, applying known and proven management techniques dealing with risks and issues, conflict management, crisis management ... etc.
Having served in this area for almost 35 years, I have seen a tendency to oversimplify things in order to sell complex solutions. I have seen this in mid 90's in client/server computing, and I have seen it again in ERP projects, CRM projects and others. I can see the same thing happening again in Strategy Execution projects, raising unrealistic expectations and failing to realize these expectations later on.
Let us not forget that "strategy execution" projects touch on almost everything within the organization. These projects are change and transformation projects , and once implemented and operated in production, they will also be corporate performance projects. They also touch on tactical and operational modes of the organization to ensure they all fit within the same strategic direction and not away from it.
Based on the above elaboration, and in line with my professional engagements in this area, I have developed a unique approach to strategy implementation. It is built on standard best practices as well as adding a personal touch on the subject from my own experience and maturity, as well as from established methodologies, techniques and tools developed and endorse in Millennia-Vision consulting and professional services practice.
Everyone seems to know about KPI's and many seem to believe that KPI's are the magic key to performance management and strategy execution.
Well ! There is much more to it than just copying these KPI's from elsewhere. KPI's are not the only ones; there are other general performance metrics, and there are key results indicators as would be seen by the stakeholders who have the upper say on success or failure of the project,
The balanced scorecard is a very powerful tool to tell your vision story to your key stakeholders.
Show them how the vision can be achieved and what it may take at all levels. Show the cascading through the BSC perspectives, do the "cause-effect" analysis for every strategic goal and draw action plans to implement your strategy accordingly.
We will help you develop the best BSC story to tell, and ensure max support from the key stakeholders
This is one tangible differentiator in our strategy implementation/execution services. What we have is not just fluffy talk or scattered goodies here and there. MOGTICA is the first part of a complete and comprehensive approach to help organizations implement their strategic plans successfully.
MOGTICA is a top-down tool that takes you from the very generic to the very specific. and turn beautiful ideas into tangible and effective results on the ground.
The 2nd part of our tangible differentiator in strategy execution/implementation. Digging and drilling further into what it takes to turn good ideas into effective actions that lead to successful results.
AVCODDET will link and fit nicely into successful project management practices (MV-P3MO) in case you have them in place.
MOGTICA on the other hand fits more and links naturally to your strategy management office (SMO) or Transformation Management Office (TMO)