Six Disciplines

OCTOBER 17, 2014

The critical question for every business leader is, “ How do I build an organization that consistently executes its strategy?”. The answer: it takes a complete program. The reasons other approaches do not last is that they are missing key elements. Technology (i.e., performance mangement software) alone is not enough.

Execution 91

Execution Strategy Executive Coaching Software 91

Six Disciplines

FEBRUARY 13, 2015

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. In fact, research has shown that up to 50% of the resources of a typical organization are not being effectively applied to the mission and vision of the company.

Constraint 70

Constraint Objective Resources Goal 70

Six Disciplines

MAY 10, 2011

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

Six Disciplines

MARCH 21, 2011

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. It's what we describe in detail in Discipline III. Align Systems (see video).

Constraint 101

Constraint Objective Video Resources 101

Six Disciplines

SEPTEMBER 20, 2013

The critical question for every business leader is, “How do I build an organization that consistently executes its strategy?” Or to rephrase the question using the business excellence model, “How can we spend the maximum amount of time in Quadrant II, balancing the right directional choices with the ability to get there.”.

Execution 83

Execution Strategy Executive Coaching Learning-by-Doing 83

Six Disciplines

MARCH 15, 2013

The critical question for every business leader is, “How do I build an organization that consistently executes its strategy?” Or to rephrase the question using the business excellence model, “How can we spend the maximum amount of time in Quadrant II, balancing the right directional choices with the ability to get there.”.

Execution 87

Execution Strategy Executive Coaching Learning-by-Doing 87

Six Disciplines

AUGUST 1, 2011

BOTTOMLINE: Building an organization that executes its strategy is the greatest core competence an organization can have -- and doing so is the greatest challenge in business. To make it even more urgent, overcoming today’s challenges leads to growth - which makes tomorrow's challenges even more difficult.

Core Competence 103

Core Competence Executive Coaching Software Reference 103