Executing Strategy

Posted October 3, 2010

Harvard Business Review did a study on Strategic Execution (article “How Hierarchy Can Hurt Strategy Execution”) “leaders should consider making strategy formulation more bottom-up and should communicate more clearly – through out the ranks – about what the company is trying to achieve”.

To add on to this, even those that engage their team in strategic development and translate strategies into day-to-day activities will often forget to keep the strategy and the progress being made on the forefront of the mind of the team throughout the year. They forget to emphasize the correlation between strong strategies and profits. Instead many leaders will skip over strategies and talk only about the bottom line and profits made.

What a missed opportunity! They could be building a greater commitment to future efforts around strategy development and, most importantly, miss the opportunity to thrill the team with their own progress. To me that is what invigorates teams to keep going and continue progressing. That sense of achievement is hard to beat.

Visit http://www.hbr.org/spotlight/effective-organization for a 10 slide presentation of a survey about strategic execution.

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CLIENT:	Large Engineering Firm
CHALLENGE:	Extend and secure new contracts in the area of Data Centers for telecommunication, finance and media industries.
RESEARCH:	Designed face-to-face interviews that reveal the challenges and the breakdowns that cause the most pain in data centers.
DISCOVERY OF UNTAPPED POTENTIAL:	Identified “downtime” as the most critical concern evidenced by a financial institution losing $260 million dollars a minute when their check processing centers went off line. A variety of well- intentioned vendors, designers, departments and process operators were responsible for getting back online but we discovered they were often working independently in silo’s – a cumbersome and inefficient response to an expensive problem.
HARNESS POTENTIAL:	Plucked individuals from across departments and disciplines to assemble a team dedicated to “Collaborative Design and Operations for Data Center Uptime. Newly formed team collaboratively built and marketed a unique practice promising result. Data Center Uptime Named the Offer > OnlinEnivronments. Specified all the moving parts of the OnlineEnvironments Design Solution and the cost benefit. Geography of Facility – Architecture and Engineering of Facility – IT Infrastructure and Facilities Management – Process Design and Outage Prevention Management
RESULTS:	Out-of-the-gate this untapped potential accelerated growth and generated 14million dollars of new revenue. This success demonstrates how a distinctive solution accelerates a company’s capacity to become market leaders, to choose their clients and to charge more for it. The optimum result of working with Bright Operations is the creation of a structural and operational eco-system that is sustainable over time, producing preferred transactions and smart market extensions over and over again. In other words, “Wow, we’ve done it again!”

Executing Strategy

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Did you know… An experiment reveals that elephants not only cooperate but that they understand the logic behind teamwork. Now that’s a smart human lesson learned from the animal kingdom!

In his book, The Speed of Trust: The One Thing That Changes Everything, Stephen M. R. Covey writes that trust is an essential element in business: “When trust goes up, speed goes up while costs come down.” Conversely, “When trust goes down, speed goes down and costs come up.”

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Executing Strategy

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