Many strategy execution processes fail because the firm does not have something worth executing. The strategy consultants come in, do their work, and document the new strategy in a PowerPoint presentation and a weighty report. Meetings are organized, employees are told to change their behavior, balanced scorecards are reformulated, and budgets are set aside to support initiatives that fit the new strategy. And then nothing happens. One major reason for the lack of action is that “new strategies” are often not strategies at all. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do. Many strategies fail to get implemented, despite the ample efforts of hard-working people, because they do not represent a set of clear choices. Change is often met with resistance unless a clearly better alternative is presented. Not all changes are necessary or desirable, and it’s important to carefully evaluate them before making a decision. Balancing the benefits and drawbacks of change is key to successful progress. Strategy are often defined by Top Level Management and are expected to be executed by Top & Mid level management. Many a times mid level management does not buy the idea unless they understand the WHY of it. We make sure that along with the decision makers, the executioners of the decisions are also part of the “Strategy meet discussions”. This ensures that all the ground level bottlenecks are discussed on the table and we have a team who is dedicated and willing to overcome all the bottlenecks.
Strategy
BUSINESS
What’s Your Strategy?
The Importance of Having a Clear Plan for Success
What We Do
Define the Strategy
Frame the Vision, Mission & Values
Align the Directors/Partners
Swot Analysis
Analysis
Strategy
Implementation
Evaluation
3 Parameters For Successful Strategy Execution
01 01
Manage Change Management
02 02
Know Your Why
03 03
Gather All Planners and Executioners at 1 Place
