| With so many strategic initiatives failing, it is clear there | | | | Written plainly and simply, clear expectations and |
| is a chasm between what is said and what actually | | | | specific outcomes are the first critical step in creating a |
| happens - too much talk and not enough action. Hollow | | | | successful execution plan. |
| promises of sharper execution and new executive | | | | The right people in the right place |
| talent appear in the news with tedious regularity - as if | | | | Leaders don't usually think very hard about choosing |
| it were the latest breakthrough in management thinking. | | | | the right people for the right jobs. They don't always |
| New initiatives fail because managers use flawed | | | | have accurate views about what some of the key |
| approaches to follow through. | | | | execution jobs involve and what kind of people they |
| But if execution is so critical to success, why don't | | | | need. As a result, leaders end up with pedestrian |
| more companies take a disciplined approach to it? | | | | managers leading vital teams - managers with "ready |
| Why do many businesses put so much effort into | | | | aim-aim-aim syndrome" who struggle to make the right |
| crafting the "perfect" strategy and then screw it up | | | | decisions. |
| with a slapdash approach to execution. | | | | If you want a team that performs well, you need to |
| Countless strategies are designed without taking into | | | | match people to each task. The most suitable person |
| account the organisations ability to execute it. Strategy | | | | to sing the tenor part in an opera is the tenor. No one |
| tends to be restricted to a few senior managers and | | | | would think about asking a baritone to tackle the tenor |
| not widely shared. Classically, it is too abstract and too | | | | part. This is common sense? Yes, it is sense - but not |
| shallow. As a result, it is poorly understood by the | | | | that common. |
| people who have to implement it. | | | | Meaningful Plans |
| A basic problem with execution is that managers | | | | Milestones bring a strategy to life. Yet it's still surprising |
| know more about planning than doing. Managers are | | | | how many major "plans" are described in a few hazy |
| trained to plan, not to execute plans. More often than | | | | paragraphs accompanied by a worthless Bar Chart. |
| not, the separation between planning and doing is | | | | You wouldn't accept a quote from a builder that said |
| problematic. Managers behave as if "doing" requires | | | | "House - 12 months, 500,000 pounds" would you? You |
| less intelligence than "planning." It is common to hear | | | | would need a lot more information. With such a low |
| the doers described as "grunts" - people who are less | | | | level of detail, it's unlikely that the builder would |
| intellectually gifted than the planners. The unspoken | | | | understand it himself. But if the builder could provide a |
| message is clear - "doing" is not a noble pursuit. | | | | weekly breakdown of key activities, everyone would |
| What is more, companies focus on too many things | | | | have a clearer understanding of what needs to be |
| simultaneously. No company can concentrate on more | | | | done and by when. |
| than three or four critical issues at one time. | | | | Creating a plan breaks things down into manageable |
| Attempting to focus on more is a widespread problem. | | | | chunks but also forces everyone to think through what |
| Any manager who says he has ten priorities to juggle | | | | they need to do and how their work fits in with others. |
| with has lost sight of what the important issues are. | | | | This is a critical part of making things happen. |
| The simpler the view of what you have to do, the | | | | Effective Controls |
| more focus you will have. The best performers in any | | | | The failure to follow through is widespread in business |
| field are those who see what they do as simple in | | | | and a major cause of poor execution. You have to |
| nature - but difficult at the same time. Take a | | | | have meaningful controls and a dynamic review |
| marathon, for example. The runner starts and doesn't | | | | process. An execution culture relies on robust debate - |
| stop until he has completed 26.2 miles. It is simple - but | | | | and this means a climate where there is a frank and |
| it is not easy. | | | | open exchange. |
| Execution failure is not a single shattering event. It | | | | Realism is at the heart of execution. Organisations are |
| doesn't happen overnight. Just because nothing bad | | | | full of people who want to avoid reality. Reality makes |
| happens in week two or month two of a programme, | | | | them feel uncomfortable. The mantra is "we don't |
| doesn't mean that disaster is not on its way. Execution | | | | want to look bad" or "we want to look better than |
| failure is a few errors in judgement, repeated every | | | | they do". What is needed is a "what are you going to |
| day - eventually leading to an execution debacle. | | | | do about it" attitude and much more intensity in the |
| Execution success comes from doing ordinary things | | | | review process. |
| exceptionally well. The problem is that these simple | | | | Leaders must create a climate where there are no |
| disciplines are easy not to do. Time after time, this is | | | | non-discussables - and where dissent is legitimate. |
| the root cause of the mess we see in execution. | | | | People cannot be expected to be open if they are |
| Four basic disciplines create a solid platform for | | | | fearful. If leaders are open and constructive, focused |
| execution success. These are: | | | | on helping teams to solve problems, others will take |
| | | | the hint and the execution process will benefit. |
| 1. Clear direction on the relevant business issue | | | | Execution is not rocket science but it is, quite definitely, |
| 2. The right people in the right place | | | | a neglected management discipline. Business |
| 3. Rational plans | | | | management education reveres policy making and |
| 4. Effective Controls | | | | planning - but execution skills have to be learned on the |
| Clarity on the business issue | | | | job. |
| Being precise on the critical issue is vital to success. | | | | The cornerstones of execution are simple - but not |
| This clarifies expectations and eliminates the | | | | easy. Managers can get away with ignoring the |
| vagueness that people get away with in everyday | | | | disciplines for weeks or months, without any obvious |
| conversation. Objectives and outcomes need to be | | | | sign of problems. But, disaster is never far away. |
| succinct. They should be written down unambiguously. | | | | Management literature admires companies who are |
| People involved in the execution process should not be | | | | regarded as good "examples" of execution - so called |
| required to read between the lines. | | | | models of excellence. Equally, there are companies |
| Company announcements on vital programmes are | | | | who serve as "warnings." If a book is written about |
| frequently couched in long and flabby nouns of | | | | your company, make sure your business stands out |
| generalised meaning. Language is congealed and we | | | | because it is an example- and not a warning! |
| don't feel inclined to read it. | | | | |