Every company strives for a winning strategy and flawless execution. However, many find themselves facing a disconnect: a great strategy falters with poor execution, or a flawed strategy somehow succeeds due to exceptional execution. How can businesses avoid these pitfalls and ensure consistent success?
Let’s define strategy simply as a plan to achieve specific goals. An organization with clearly defined objectives and a well-developed strategy is already halfway to victory. Yet, execution often fails. This breakdown could stem from the executing team’s shortcomings or unforeseen obstacles encountered during implementation.
So, what’s the solution? Ideally, strategy-forming teams should consider several crucial factors. Who will be responsible for execution? Does the company possess the necessary capabilities? What unexpected changes or events might arise? What are the inherent risks? A strategy cannot be created in isolation, ignoring the capabilities of those who must enact it. A brilliant marketing plan, for example, will fail if the field marketing staff lacks the understanding or ability to execute it effectively, leading to a blame game.
Can a single, unified team handle both strategy creation and execution? This approach could eliminate many hurdles. However, expertise becomes a concern. Individuals may excel at strategy but struggle with execution, or vice versa. One solution is to involve the execution team throughout the strategy development process. However, differing perspectives between the two teams can lead to conflicts and hinder progress.
While I’ve touched on these issues briefly, real-world scenarios, especially in large organizations, introduce even greater complexity. Top management should prioritize setting clear, well-communicated goals. Involve everyone in the strategy formation process, fostering a sense of ownership. Focus on what is realistically achievable and identify potential challenges. Allow the execution team to commit to achieving the readily attainable goals, and incentivize them to strive for the more challenging objectives. The synergy between strategy makers and executors ultimately determines the final outcome.