EXCELLENCE IN STRATEGY EXECUTION
The Strategy Execution process is your highway to performance.
"IF UNIMPLEMENTED CORPORATE STRATEGIES WERE PENNIES, WE'D ALL BE RICH."
Richard A. Moran, Venture Capitalist
Strategies have to be successfully executed both internally and externally. This is where my work begins. My aim is to implement your strategy fast, consistently and successfully. Your leaders will set up and steer the process from the first minute on. It will be their process.
Expect me and your management team to deliver:
- A clear and systematic approach to execution,
- Mobilization of leaders and
- An enhanced collaborative culture.
1 - EXECUTION SYSTEMS
Bigger units need a systems approach to handle strategic change. You will have one in place already. I have one, too. Let‘s combine the best of both approaches. In execution processes there are only two levers to tackle, anyway: 1. Change the WHAT – e.g. amount of strategies, conflicting strategies; or 2. Change the HOW of the implementation process. (see Executive Study on Strategy Execution 2016). In the end there will be an execution process in place where nothing can be left out or added without impairing it.
2 - LEADERSHIP
“Strategic success comes with 1% vision and 99% leadership.“ Ram Charan
Your aim is to be faster than competition? Then Leadership is key to success. Leaders and key persons will need to raise their personal and psychological energy to execute any given strategic change. Tactics have to be translated into employee behavior. International footprints with their heads have to be convinced and integrated. Stakeholder relationships need to be fostered whilst interpersonal conflicts occur and the overall tension increases.
My message is: keep your leaders healthy and effective in:
- Self Management
- Stakeholder Management and Relationship Building
- Applying Leadership behaviors and tools that drive strategic change.
3 - CULTURE
We all know that strategies tend to get eaten by company culture for breakfast (P. Drucker). I have a simple approach to changing or adjusting the hungry beast called corporate culture. I follow Edgar Schein’s approach:
‘If it [the strategic project, AL] is successful, and people like it, and it becomes a norm, then you can say it has become a culture change.’
What you shouldn’t try instead is to change culture without any reasonable strategic intent.
4 - INDIVIDUAL MEASURES
Sometimes you might just need workshop facilitation or consulting for the next process step. Based on your requirements and goals I deliver Supervision, Leadership Development Programs, Seminars, Unit/Team Development, Workshop Facilitation, Keynotes, Lectures and Train the Trainer. Twenty years of experience in industry are included.