Strategy execution is more than just agreeing on your strategies and doing them. There are multiple facets that enable successful organizations to deliver on their strategy, not the least of which is resource planning.
A recent Brightline article, “Uncertainties and Risks of Strategy Implementation” by DTU (Technical University of Denmark), originally published at The London School of Economics and Political Science on October 11, 2018, proposes four aspects of successful strategy implementation that must be considered:
- Technical Feasibility – Can it be done?
- External Factors – How is the world affecting our strategy?
- Execution – Can we do it?
- Objectives/Market Needs – Do we have the right objectives?
This is an excellent model that puts all the right elements in perspective. Often forgotten under Execution (Can we do it?) is the act of resource planning. After all, if you don’t align the right people with your priority initiatives, you’re throwing marbles in your own path.
Meanwhile, on LinkedIN Pulse, Vishal Lall, Chief Strategy Officer for Hewlett Packard Enterprise, authored another insightful article titled “Three Reasons Your Strategies Don’t Execute — and How to Fix Them” that echoes this approach, specifically emphasizing the resource alignment issue. In particular, Lall proposes three key questions that organizations must ask:
- Was the strategy designed correctly?
- Were the teams aligned around the objectives?
- Were the right enablers in place?
Supporting this model, Lall cites six areas that can help improve the link between strategy to execution, again citing “Be brutal with resource allocation” as one of them.
I’m glad to see this finally being recognized as a key component of strategy execution. I highly recommend both articles (links above).
PS: Not long ago, I posted another article highlighting Brightline’s 10 guiding principles for strategy execution, where resource planning and prioritization were key elements. Check it out HERE.