Discover a new way to
execute your strategic plans achieve your goals complete your projects to achieve the transformation of processes
Keep an eye on the situation in one place, so you don’t get lost in a sea of details
Speed up the execution allowing everyone to take decisions immediately and well that compete
Support the execution team, because the goals are achieved with the collaboration of the Silos
A SUCCESSFUL STRATEGY EXECUTION
Bridge the gap
to achieve operation
The implementation of the strategy means implementing the strategic plan so that the objectives set can be achieved. As long as the company is small, everything is simple.
Unfortunately 90% of large organisations fail to achieve their strategic objectives, as they fail to bridge the gap between planning and strategic implementation. Read below the main reasons.
Today there is a considerable offer of tools to support Strategy Execution. Unfortunately, they are all disconnected from each other and fulfil specific functions: project management, communication, document creation, their sharing and more. Strategy Execution, in large organizations, goes far beyond simply managing individual projects. It is a process of global transformation that in addition to having its complexity in size is made more difficult by its distinctive feature compared to other business routine activities: must be performed “on top” to them.
The devil is in the details… and in a Strategy Execution and Operation Transformation of a large organization there are thousands of them!
Knowing them, highlighting them and treating them carefully are the keys to the success of any Strategy Execution and Operation Transformation
Discover the challenges of strategy execution. What are you facing?
A new organisation is then defined to manage the new challenges identified in the strategic definition.
This new organization is an organization designed for the future company. A typical phenomenon that arises is that roles and responsibilities are not yet clear and well defined.
At the same time, not all the managers who manage the various departments adapt quickly to the new structure because we are still in today and not in the company of tomorrow.
To mitigate this risk it would be more appropriate to define a transition organization, a meta-organization, but this, without the appropriate tools, could lead to an increase in chaos.
What we have defined as Silos syndrome increases proportionately with the size of the company.
Overcoming these difficulties would require a support system that defines the accountability of those who are called to implement the strategy, regardless of their position in the organization.
As already said, the operations are priority because they constitute the way of life of the company. For this reason, operational communications tend to inhibit and undermine execution communications.
The execution is an additional activity to the operations, a necessary but annoying extra load to the normal work activities. Even if they are separated, the two processes will have to converge in a new operativity because this is the purpose of the execution. The inhibitory capabilities of the operation will complicate the execution and the achievement of its natural purpose: to change the operations. There is therefore a need to separate the two processes and design their convergence.
To overcome this complexity it would be necessary to have a tool in which it is possible
give to the execution concreteness and substance of process «like the others», even in its specificity of meta-process.
Knowing in time whether there is a rise in costs or a late effect of the benefits is crucial. If the summit is not properly aligned in the right time it might go to require changes on planning not being properly updated going to generate unfeasible plans, that would go in prevalence over all the other plans precisely because required by the summit.
It would therefore be necessary, once again, to have a system, a tool, in which are always available the summary and the details of what are the costs, the benefits and the actual progress of the strategy execution.