Evaluating Your Capability for Successful Strategy Execution
Welcome to the Op Excellence blog! Our hope is that you will find what we have to say of genuine value. This week we are focusing on evaluating the capability of an organization to execute a strategy. Frequently we see companies that either engage in the wrong strategy or engage in a strategy that they cannot successfully execute. Successful execution requires that the strategy be evaluated for maneuverability (change quickly), sufficient resources (people, tools and money) to successfully execute the strategy, capability and commitment of leadership, protection from counter or preemptive attack by a competitor, and an intelligence system capable of validating the strategy as execution begins.
We have found few organizations that use any real methodology that evaluates their capability to successfully implement their strategy. Typically they evaluate the basic resource capability and leave it at that. Without examining the other elements of successful execution, they risk failure and in most cases loss of whatever they have invested in their strategy.
We suggest that before rolling out a strategy, an organization should begin by evaluating its capability along all 5 of these lines to ensure it has the capability of successfully implementing its strategy. We will discuss each of these over the course of the next few weeks. This week we will focus on maneuverability.
Maneuverability: In examining maneuverability, we are evaluating the ability of the organization to quickly change. Some changes are much more complex and/or significant than others and will require much more management to successfully make the change. Understanding the complexity and significance of the change in the eyes of those who will be expected to change is the first step in assessing the time and energy that will need to be devoted before successful implementation can occur. In every case, successful change requires strong, committed leadership and both the willingness to change and the ability to change on the part of those expected to change. To assess willingness and ability, it’s imperative to know your workforce. We have used and recommend survey tools developed by ODR® (now Connor Partners) to assist in gaining a solid understanding of the willingness and ability of workforces to change. Armed with this understanding, you would target specific interventions designed to raise their willingness and ability to the levels required for successful implementation.
Ability to change can be measured by evaluating the relative strengths of the forces enabling the change versus the forces disabling the change (see: MIT’s Lean Advancement Initiative, 2003 Plenary Conference). If it appears the ability of the workforce to change needs to be shored up, specific targeted interventions can be designed to provide the necessary reinforcement enabling the workforce.
Next week we will address Leadership Capability and Commitment
This entry was posted on Friday, April 10th, 2009 at 5:39 pm and is filed under Managing Change, Strategy Planning. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.