It's hard to execute a strategy when all of a sudden your hard drive crashes. It's happened to me a couple of times now. No matter how good you are
We all learn in different ways. One approach says there are three basic learning styles: visual, through seeing aural, through listening feeling, through trying/ doing. Organizational change usually requires learning
Summary of Suggested Rules:
- A strategy that changes too often puts initiatives and execution in disarray.
- A strategy that changes too infrequently becomes irrelevant. The targeted outcomes and their associated initiatives are relevant by chance rather than by design.
- Few organizations can change their strategy at the speed of change. Most strategies reside in binders and PowerPoint presentations. They are not easily altered, and rarely read.
- Organizations can translate their strategy into targeted outcomes. It allows the organization to modify these targeted outcomes and their associated initiatives at the speed of change. Execution stays relevant.
- Strategy as translated into targeted outcomes can exist at any level of an organization. Targeted outcomes are the object of successful execution. The above rules apply to execution at any level of an organization.
Strategy Group LInkedin Discussions – Questions to the Group – The Wylam Dilemna: Learning, Important Dialogue, Self-Promotion or a Waste of Time?
When I first starting my Strategy 2 Execution Blog, where were no other ways to start a broad based discussion on key issues on the subject. Twitter was an unknown
This the second installment sharing a personal work experience having worked in over 45 countries. One picture that keeps coming back to me is about execution in the Cote d'Ivoire.
This is the first of a number of personal stories that I'm going to share in this Blog. I'll look for links to execution, but in large, they're going to