The University of Michigan, surveyed 308 executives during 2005 on the variables that were most likely to derail their strategy. The variable chosen most frequently, by 38% of the respondents
We don’t generally think of corporations and government organizations as volunteer organizations, but stop and think about it. How much of where you allocate your own time is influenced by
One of the first things that I do with a new client is to ask to see any documents regarding their last strategy. What I get is usually a thick
The Tower of Babel It is exceptionally difficult getting everyone on the same page to execute a strategy or high-level targeted outcome. It’s especially hard to do when
Much of the change in organizations seems be unpredictable to those experiencing it. In those cases where you feel that you are the one instigating the change, it feels unpredictable
Lack of Coordinated Effort at the Enterprise Level I've rarely been in a meeting where the following leaders have met to bring about a coordinated effort to synchronize their key
One of the primary guidelines I share with clients is; Business context changes faster than you can execute anything important. How relevant is that? I just had a long term
“Strategy 2 Execution” is defined as the single most critical process of an organization. In this context it is not a series of processes that ultimately take you from strategy
The Language of Strategy to Execution is an execution improvement methodology that I've created. It is continuing to evolve and mature. It provides value: to anyone who is responsible for
People tell me that I'm much more precise with words than most people. They're right especially in the world of execution. This weekend's contribution to the Blog is a glossary.
