Why Is Strategy Execution So Hard - Part II

Effective execution of strategy seems to be an elusive goal. As Fortune Magazine noted in 1982, "Less than 10% of strategies effectively formulated are effectively executed."

After two decades of the application of modern business principles, the problem remained. Fortune again noted in 1999, "In the majority of cases - we estimate 70% - the real problem isn't bad strategy -- it's bad execution."

Consider these alarming research findings:

• 90% of well-formulated strategies fail due to poor execution. [1]
• 85% of leadership teams spend less than 1 hour per month discussing strategy.[2]
• Only 27% of a typical company’s employees have access to its strategic plan. [3]
• Only 5% of employees understand their corporate strategy.[4]
• 92% of organizations do not measure performance indicators.[5]
• 75% of business improvement (change) initiatives to solve these problems fail due to lack of sustainability. [6]

BOTTOMLINE: So…what is the solution? Six Disciplines is the first complete strategy execution program for small and midsized businesses that focuses on the four required elements of a sustainable business excellence.

In his first book, Six Disciplines for Excellence author and CEO Gary Harpst describes the fundamental disciplines that organizations must learn in order to balance strategy and execution. In Six Disciplines Execution Revolution, Harpst's unveils the reasons why execution is much tougher than strategy, and presents a complete formula for attacking this biggest challenge in business.

Cited Sources:
[1] (R. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001)
[2] (R. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001)
[3] (Strategy & Leadership Journal, May/June 1999)
[4] (Renaissance Solutions Survey, 1996)
[5] (Renaissance Solutions Survey, 1996)
[6] (J. Kotter, Leading Change, 1996)