MANAGEMENT SPECIAL..STRATEGY EXECUTION

From Point A (strategy) to Point B (execution)

    Strategy or execution, what is more important? Do they go hand-in-hand? Is one more pertinent than the other? And how does an organisation decide what it will apply when? To begin, perhaps it's a good idea to look at a simple definition of what we call ‘strategy’. It is simply deciding annually where to go from Point A (where you are) to Point B (where you want to be) in the broader context to enable the organisation to achieve its mission and thereby, its vision over the chosen time frame.
    Organisations often have a handful of top executives responsible for formulating strategies.They design the strategy after months of research and refinement. As a result of this process, they are not only absorbed in their strategy, but also need to contribute effectively. Nevertheless, employees and other stakeholders who are required to adopt and execute such a strategy may not have the same level of connect with the thinking.
    Thus, it is essential to understand the real meaning of communication.The key questions to ask are - how do you tell your employees about the organisation’s strategies and make sure they buy in? How do you know their perception or interpretation of the communication? What if they have not understood you at all?
    Few companies take the trouble to explain the larger mission of the enterprise.While mission encapsulates your purpose, the vision is your purpose achieved with excellence. Now strategy is your journey from mission to vision, broken into annual plans. Organisational values are how you treat each other on that journey.
    Every company aims to achieve the following: market share, profit, delighted customers and engaged employees. But, how do they achieve just that with full buy-in from all stakeholders?
This requires four critical deliverables: 

1. Focus – Laser sharp focus in the midst of the day-to-day tsunami of distractions;

2. Leverage – Understanding that all actions are not equal; 

3. Engagement – How do we know that teams are constantly engaged?

4. Responsibility – How do we know that every team is taking ownership for what needs to be done and are self-motivated to take steps? These four deliverables cannot happen until the above principles are in place.These will help you deliver the strategy consistently, interdependently and in a self-motivated manner thus ensuring that your strategy and execution go hand-in-hand.

- By Rajan Kaicker, executive chairman and MD of Franklin Covey India TAS 121128