It’s often said that strategy is three times more difficult to deploy than develop, but leaders often engineer a strategy they are proud of, while grossly under-estimating the execution component. When global strategy meets world-class execution, the leaders who orchestrated the transformation are applauded both internally and externally, stakeholders are delighted and the company and its people enjoy the fruits of their labour.
But when strategy is accompanied by lousy execution, the strategy might as well have stayed in the box, saved the company money, spared the hearts and minds of the workforce, and avoided disappointing stakeholders. Because strategy is only great if it is achievable. If it sounds like a great strategy but can’t be successfully executed, then it’s the wrong strategy for that point in time for that company. But some leaders still live under the illusion that an under-invested transformation execution can and will realise strategy. An illusion that is often only shattered by an unwelcome wake-up call – or at least ‘noise’ from the troops on the ground.
Some leaders still live under the illusion that an under-invested transformation execution can and will realise strategy. - Rob Llewellyn Tweet this