Tag Archives: Strategy Execution

Why Don’t We Make Time for Strategy?

Almost every leader wants to make more time for strategic thinking. In one survey of 10,000 senior leaders, 97% said that being strategic was the leadership behavior most important to their organization’s success. And yet in another study, a full 96% of the surveyed leaders said they lacked the time for strategic thinking. Of course, we’re

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To Find Happiness Focus on Problems, Not Passion

The millennial generation is proselytized to pursue their dreams. But this philosophy no longer works, or at most feels incomplete. And, as the jobless generation grows up, they realize the grand betrayal of the false idols of passion. So what does one do? Let’s look at it with a different frame of reference: Forget about finding your

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The Urgent vs. The Important

“I get completely caught up in fire-fighting and can’t find the time to advance my longer-term priorities.”-  It’s a common managerial wailing. We all have either used it ourselves or have heard people around us use it at work. The frustration one feels, when ‘the urgent’ crowds out ‘the important’ is something we all have

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Strategy is what you Do, Not what you Say

You sometimes hear managers complain that their organization has no strategy. This isn’t true! Every organization has a strategy: its strategy is what it does.  Think about it. Every organization competes in a particular place, in a particular way, and with a set of capabilities and management systems — all of which are the result of

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Great Corporate Strategies Thrive on the Right Amount of Tension

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. Deviations from the strategic plan are often assumed to be detrimental to corporate performance. However, compliance with the strategy doesn’t necessarily correlate directly to performance. The gap between strategy and the execution of that strategy

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5 Ways to Close the Strategy-Execution Gap

Executives say that they lose 40% of their strategy’s potential value to breakdowns in execution. However, this strategy-to-performance gap is rarely the result of shortcomings in implementation; it happens because the plans are flawed from the start. Too many companies still follow a “Plan-then-Do” approach to strategy: Organizations work tirelessly to create their best forecasts

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How to Excel at Both Strategy and Execution

For decades, we’ve often thought of leadership profiles in unique buckets. Two popular varieties are the ‘visionaries’ – who embrace strategy and think about amazing things to do, and the ‘operators’ – who get the stuff done. According to a global survey conducted by Strategy&, the strategy consulting division of PwC, only 8% of company

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