Six Disciplines

DECEMBER 5, 2014

There is a poor match between the strategy and the core competencies of the organization (16 percent). A lack of understanding among those involved in developing the strategy and what they need to do to make it successful (19 percent). The strategy itself is flawed (18 percent).

Strategy 102

Strategy Core Competence Strategic Planning Public Relations 102

Six Disciplines

FEBRUARY 7, 2014

Understand your company''s core competencies. Does your hiring process focus on attracting individuals who can be self-managing? BOTTOMLINE: Here are some steps to consider when considering organization-wide accountability: . Validate your team members. Create a culture that grows and develops its people.

Organization 117

Organization Core Competence How To Efficiency 117

Six Disciplines

OCTOBER 11, 2011

Given that execution is a far greater challenge that strategy formulation, the ultimate core competency for any organization is realized when " all individuals make strategy execution their everyday job.". For this isolated factor, the ability to engage the workforce, top-performing companies rated 281% higher!

Execution 98

Execution Strategy Core Competence Commitment 98

Six Disciplines

JANUARY 23, 2015

BOTTOMLINE: The Execution Revolution will be built around communities with the following characteristics: A belief that their ultimate core competence is the ability to execute their strategy. Even though it’s difficult, it’s worth the effort, because well-formed communities accelerate learning.

Execution 70

Execution Strategy Core Competence Executive Coaching 70

Six Disciplines

OCTOBER 11, 2011

Given that execution is a far greater challenge that strategy formulation, the ultimate core competency for any organization is realized when " all individuals make strategy execution their everyday job.". For this isolated factor, the ability to engage the workforce, top-performing companies rated 281% higher!

Execution 89

Execution Strategy Core Competence Commitment 89

Six Disciplines

MARCH 28, 2011

16% - There is a poor match between the strategy and the core competencies of the organization (16 percent). The five reasons why strategies fail are: 24% - Unforeseen external circumstances. 19% - A lack of understanding among those involved in developing the strategy and what they need to do to make it successful.

Strategy 98

Strategy Core Competence Download Survey 98

Six Disciplines

FEBRUARY 16, 2011

BOTTOMLINE: Companies should think about strategy in terms of what is possible for them - where their core competencies lie. A strategy that fits the organization’s capabilities should be favored over one that appears more elegant in principle, yet is not practical for execution.

Operations 98

Operations Strategy Core Competence McKinsey 98