Michelle Lue-Reid

Devising and executing a winning business strategy is harder than ever. Both aspects are vitally important. However, leaders spend more time on their strategy philosophy than how it will be executed throughout the organisation and customer interactions. Peter Drucker said: “Plans are only good intentions unless they immediately degenerate into hard work.”

Strategy execution is distinct from strategy, harder to pull off than defining a strategy, and therefore more critical to success.

The goal of this session is to reveal the factors which the speaker has found to be highly correlated to successful strategy execution, which include (but are not limited to):

• Focus on value. Plans should laser focused on identifying & achieving value creation whilst being balanced with the big picture (including macro strategic objectives).
• Translate strategy into everyday processes and capabilities. Spend more time transitioning the strategy from concept to project to BAU.
• Focus on results. Results count and their quantification is desirable.
• Balance compliance with a plan with flexing the plan. A rigid plan can become a straitjacket. Respond to change in the present. Shape the future. Reflect on and continually improve your strategic execution capability.