Executives and senior managers leading the strategic execution process must align the portfolio with their organization’s strategic agenda and create an environment based on these foundations,that promotes effective project execution. But what if your staff are not well and your leaders have no way to tell? To support this thinking BIS offers a logotherapeutic approach to strategy execution that allows for the identification and management of the ‘whole’ person through a series of “learning in action” interventions and workshops, designed to help senior executives and staff implement management best practices against a defined group of critical success factors, to support successful strategy execution. Demystifying Execution What is strategy ‘Execution’? Strategy execution is a series of coordinated, consultancy wide decisions and actions occurring over time. It may start at the top of an organization but to deliver results it must cascade down and engage the whole workforce from the senior management team to the front line. Successful strategy execution is neither a process overhaul nor mechanical formula for efficiency. Based on years of business and client experience BIS defines three key drivers of strategy execution that take the person in to consideration both as change agent and recipient, as D=S-M where Despair through lack of leadership based on understanding (alignment) is Suffering if leadership is based on fear (competency deficiency) without Meaning (emotional states, attitudes, behavior). Meaning can even be discovered in mismanagement, allowing one to become able to suffer, even willing to, provided that it is recognized, that changes must happen and the effort is being put in to action those changes. Your work forces want to commit, not just comply. Any company strategy while being executed must answer three questions for every employee:
- “Is this business worthy of my effort and sacrifice”? “Do I know what I am working for and love what I know”? “Does the strategy reflect a vital and necessary set of goals – a noble set”?
- “Does the work align with the strategy and help me ‘feel’ a part of it, no matter how small a part”?
- “Does the work align with the strategy and make me ‘feel’, that what I am and what I do, really counts”?
Execution must convince the person that the goals are attainable – difficult perhaps, but not impossible. In execution a company must help employees understand what goals are to be set and why attaining them is important? Most importantly how attaining any goal creates healthy tension in the struggle to achieve them and reasons for increased efficiency, higher morale, understanding of actions, higher levels of emotional commitment, increased competencies and moving from potency to acting – change, particularly change in management style for future project managers and leaders that understand multiple realities and generational values. In summary, executing strategy should focus on the strategic triad of:
Understanding across the business, reasons for success and potency to action.
Recognizing the search for meaning in ones work and the primary need for value attainment in their tasks and activities through creative, experiential and attitudinal value attainment.
The essential competencies for improved decision making capability, business acumen, project leadership, strategic/consultative selling, intelligent risk taking. Forces, whether they be armed, civilian or work based, rely, thrive and survive on these foundations. They can also be taught, but more importantly learned for successful execution.