Requirements Of A Next-Generation Strategy Execution Program (Summarized)

In researching how to build a sustainable strategy execution program, we’ve uncovered three major barriers that have to be overcome if the program is to be successful. They are insufficient expertise, prohibitive economics and simple human nature. We’ve determined that these three barriers are actually the major design requirements any truly effective strategy execution program must be able to address.

The Expertise Hurdle: To produce lasting results, any complete strategy execution program has to somehow help the organizations that use it to cope with the wide range of expertise required to employ the appropriate best practices that are available. It must also help these organizations recognize that this body of knowledge will keep growing and changing.

The Economics Hurdle: Clearly, any strategy execution program developed for small and midsized businesses must consider how to deliver the expertise and technology required at an economic level that these organizations can afford. The only way this can be achieved is by integrating these essential components of the program – in a complete solution – and deliver them using an innovative model.

The Human Nature Hurdle: Now, for the toughest hurdle of all: people. One of the most persistent challenges we face as humans is to narrow the gap between knowing what needs to be done, and actually doing what needs to be done. Another dimension of human nature that needs to be considered is resistance to change. Most of us resist change, unless it’s our own idea.

BOTTOMLINE:

• In order to build a sustainable strategy execution program in small and midsized businesses, three major barriers or hurdles need to be overcome: insufficient expertise, prohibitive economics and simple human nature.


• While larger companies have knowledgeable people with the necessary expertise in business improvement disciplines, small and midsized organizations don’t have equal
  access to such a wide array of expertise.


• Developing mastery in even just one business improvement discipline requires a substantial investment. None of this comes cheap, and there are no shortcuts.


• Any strategy execution program developed for small and midsized businesses must consider how to deliver the expertise and technology required in a way that makes sense economically for these enterprises. The only way this kind of change in economics can be achieved is by integrating the essential components of such a program into a complete solution and delivering them using an innovative distribution
  model.


• One of the most persistent challenges we face as humans is to narrow the gap between knowing what needs to be done and actually doing what needs to be done.


• Other human nature hurdles to overcome include our resistance to change, our unique differences, our need to communicate effectively and our need for purpose in our lives, including meaningful work.

(Excerpted from Chapter 5, Six Disciplines Execution Revolution, by Gary Harpst)