It’s not enough to identify, plan and arrive at consensus. Nimble organizations need to execute and deliver.
The implementation of the ‘Strategy to Action’ process demands a reexamination of existing assumptions, and an exploration of alternative solutions.
Our goal? To help you recognize the gap between your original plan and its ultimate execution. In our experience, this gap between desired and actual performance is where companies falter, with a corresponding impact on market results. And it is sensing and responding to this flaw that marks the cornerstone of a company’s ability to outperform their market.
Strategy (from planning through to its execution) is an ongoing activity, not a static state, not a PowerPoint presentation nor an Excel spreadsheet. The mettle of an organization is its inherent ability to adapt to changes in the marketplace, instinctively, speedily and succinctly.
Your company’s ability to respond with a new business model, shifts in culture or leadership corrections, will dictate your future. Your strategy is not inert.
We believe in the value of Issue-focused strategy – that is how you drive your business in the day-to-day - and strategy as a holistic, annual plan that sets overall business and corporate direction. In our view, these distinctively different views can and must coexist at any successful company. These exercises are mandatory, and mutually compatible and they support our assessment that effective strategy requires leadership, attention and continuous effort. It must also be systematic and persistent.
An organization design solution is an extension of, and is best informed by business strategy. It is an enabler of strategy. It does not dictate strategy, but allows it to unfold efficiently. If the core strategy is understood, leadership and corporate culture will be formed that naturally and normatively migrates to support it.