What is Different About Strategy Execution in 2010?

Strategy and plan execution is important every year. However, there is less forgiveness in the economic environment for poor implementation in 2010.
Very few functions in the company are independent of all the others. Even the senior executive who controls all the functions has difficulty getting a clear view of the strategy implementation that the team spent so much effort deliberating in the 4rth quarter of 2009. The senior executive is the only one that can potentially have transparency into strategy execution and its related dependencies throughout the company, can identify where the roadblocks are and whether success is dependent on one function or dependent on the coordination of multiple functions. If the president doesn't have a clear line of vision whenever it’s needed, then he or she is not able to coordinate the team, move resources, hold managers accountable and solve the traffic jams without first pulling out the magnifying glass and hunter’s cap.

For example, when strategy or account plans go wrong - delivering on the strategic goals may be crucially dependent on other departments. For example if billing is inaccurate, late, and unclear to the customer or if operations cannot deliver the service as promised or training is unavailable to the sales force, then even a well managed account management team is unlikely to overcome those problems and exceed its target. The same could be said for operations, billing, and so on in their narrowly defined responsibilities.

Who’s on First Base? Who’s on Second?

Without a transparent and timely means of tracking progress on strategy execution, it is very difficult to resolve the conflicts between ‘siloed’ departments. Those business conflicts can become personal and debilitate the individual and combined abilities of the management team.

Who has not been in a meeting as a function manager or as the senior executive, listening to the problems and finger-pointing while trying to find the truth at the heart of the issue? Normally, at best, this leads to a fact-finding mission bring on the spreadsheets and the PowerPoint presentations!) but even then, the facts are sometimes difficult to determine. The best strategic plan, the most detailed plan the smartest account leader -- does not deliver the expected results.

Only disciplined execution can deliver results.

At this early point of 2010, it may seem acceptable that execution is not being tracked, managed and solved. What is your plan to ensure?

• execution is actively monitored and managed,

• conflicts and disconnects are quickly resolved,

• resources are effectively redeployed

• everyone knows where their effort plugs into results.

Great Strategy Plus OK Execution = OK Results...maybe
Great Strategy Plus Great Execution = Superior Results

Strategy and plan execution is important every year. However, there is less forgiveness in the economic environment for poor implementation. 2010 appears to be the year in which strategy can be more consistent than in 2009.
Undoubtedly, adjustments will have to be made. A great plan, a great strategy is at high risk if the execution is poorly communicated, sporadically monitored and ineffectively managed.