Six Disciplines
MARCH 14, 2011
Last fall we featured Underwood: Stories in Sound, a magazine that's produced twice a year on vinyl LPs, so we were particularly interested when we recently came across The Drum , a literary magazine that's also published exclusively in audio form. Featuring short fiction, essays, novel excerpts and interviews, The Drum is a Boston-based nonprofit that publishes 10 issues each year.
Six Disciplines
MARCH 18, 2011
Harvard Business Review has published an interesting 10-slide overview of the Barriers to Strategy Execution. Some of the key statistics from the survey respondents included: Only 37% say their companies are “very good” or “excellent” at execution. Only 23% blamed the current economic conditions for limiting their company's ability to execute.
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Six Disciplines
MARCH 18, 2011
The Lord's Prayer has 50 words. The Ten Commandments have 297 words. The Constitution of the United States of America has 4,500 words. How many words does your organization's strategic plan have? How about your mission, vision, values statement? How about your strategic position? It's not the sheer quantity of words that's important. It's how they're communicated - and how they're used.
Six Disciplines
MARCH 17, 2011
" The Secrets to Successful Strategy Execution " was published in the June 2008 issue of Harvard Business Review, based on a survey of 26,000 people in 31 companies. In the article, the authors defined execution as: ".the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest.".
Six Disciplines
MARCH 17, 2011
Simply put, the focus and capability of an organization can be understood in two dimensions: strategy (deciding what to do) and execution (getting it done). Leaders who build organizations with strong execution over long periods of time achieve enduring excellence. The combination of strategy (the choices of what we do versus what not to do) and execution (how well the choices are carried out) becomes the field upon which the Execution Revolution occurs in any given company.
Six Disciplines
MARCH 16, 2011
The execution of strategy most often fails because leaders do not focus on the critical issue of aligning their people to execute the strategy. The essential steps are: Formulate the strategy. Communicate the strategy. Align people to ensure strategy execution. Monitor and measure the results. Learn and repeat. Consequently, managers at every layer are abandoning the idea that "good management" is about planning their people’s work.
Six Disciplines
MARCH 16, 2011
Creating a strong strategy for an organization is not an easy task. It takes several of the organization's leaders to articulate and agree on vision and direction. Yet, of the two, execution is much harder, as it requires the activity of every person, every day. Here are five tips for strategy formulation: Analyze the current situation. Determining where your organization stands is an important first step that some leaders take for granted.
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