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Expico Consulting
The Executive Performance Improvement Company
Implementation
The Strategic Model
Culture
Financial Strategy
Implementation

It is vital that a robust, actionable implementation plan is developed



 

The process of building the strategic solution includes building the implementation solution. The cultural assessment will throw up cultural shift priorities which will be addressed ahead of implementation to ensure the organisation is fit and ready to get the job done. According the the Harvard Business Review (July 2005);

'Companies typically realise only about 60% of their strategies' potential value because of defects and breakdowns in planning and execution'

To get implementation right we follow a robust process which breaks down into 7 steps;
 

  • Keep it simple, make it concrete; avoiding llong drawn-out descriptions of lofty goals and instead stick to clear language describing the course of action
  • Debate assumptions, not forecasts; because we want the forecasts to drive the work the organisation does, so it is vital that the underlying assumptions used to generate forecasts are robust
  • Use a rigorous framework and speak a common language; without which it is very difficult for management to assess whether plans are reasonable and realistically achievable, nor can they tell whether performance failure stems from poor execution or an unrealistic and ungrounded plan
  • Discuss resource deployments requirements early; since organisations can create more realistic forecasts and more executable plans if they discuss up front the level and timing of resource deployments early in the planning stage
  • Clearly identify priorities; since to deliver any strategy, hundreds of tactical decisions need to be made and put into action, but not all tactics are equally important and it is essential that a few key steps are identified and taken
  • Continuously monitor performance; using real time information to provide feedback to re-set planning assumptions and reallocate resources, and also spot flaws in the plan and shortfalls in execution

  • Reward and develop execution capabilities; since no process can be better than the people who have to make it work, improving implementation competency can drive superior planning and execution for decades



"It's not enough that we do our best, sometimes we have to do what's required."

(Sir Winston Churchill, 1874-1965)

 

 

 

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