Why Is Strategy Execution So Hard

tag:blogger.com,1999:blog-5975632.post-3036788918732855792009-03-27T08:02:00.001-04:002009-03-27T08:04:55.476-04:00Why Is Strategy Execution So Hard - Part IIEffective execution of strategy seems to be an elusive goal. As Fortune Magazine noted in 1982, "Less than 10% of strategies effectively formulated are effectively executed." After two decades of the application of modern business principles, the problem remained. Fortune again noted in 1999, "In the majority of cases - we estimate 70% - the real problem isn't bad strategy -- it's bad execution." Consider these alarming research findings: <ul><li>90% of well-formulated strategies fail due to poor execution. [1]</li><li>85% of leadership teams spend less than 1 hour per month discussing strategy.[2]</li><li>Only 27% of a typical company’s employees have access to its strategic plan. [3]</li><li>Only 5% of employees understand their corporate strategy.[4]</li><li>92% of organizations do not measure performance indicators.[5]</li><li>75% of business improvement (change) initiatives to solve these problems fail due to lack of sustainability. [6]</li></ul>BOTTOMLINE: So…what is the solution? <a href="http://www.sixdisciplines.com/">Six Disciplines</a> is the first complete strategy execution program for small and midsized businesses that focuses on the four required elements of a sustainable business excellence. In his first book, <a href="http://www.sixdisciplinespublishing.com/products/Six-Disciplines-For-Excellence.html">Six Disciplines for Excellence </a>author and CEO Gary Harpst describes the fundamental disciplines that organizations must learn in order to balance strategy and execution. In <a href="http://www.sixdisciplinespublishing.com/products/Six-Disciplines-%C2%AE-Execution-Revolution.html">Six Disciplines </a><a href="http://www.sixdisciplinespublishing.com/products/Six-Disciplines-%C2%AE-Execution-Revolution.html">Execution Revolution</a>, Harpst's unveils the reasons why execution is much tougher than strategy, and presents a complete formula for attacking this biggest challenge in business. Cited Sources: <a style="mso-footnote-id: ftn1" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref1" name="_ftn1"></a>[1] (R. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001) <a style="mso-footnote-id: ftn2" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref2" name="_ftn2"></a>[2] (R. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001) <a style="mso-footnote-id: ftn3" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref3" name="_ftn3"></a>[3] (Strategy & Leadership Journal, May/June 1999) <a style="mso-footnote-id: ftn4" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref4" name="_ftn4"></a>[4] (Renaissance Solutions Survey, 1996) <a style="mso-footnote-id: ftn5" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref5" name="_ftn5"></a>[5] (Renaissance Solutions Survey, 1996) <a style="mso-footnote-id: ftn6" title="" href="http://www.blogger.com/post-create.g?blogID=5975632#_ftnref6" name="_ftn6"></a>[6] (J. Kotter, Leading Change, 1996)<div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/5975632-303678891873285579?l=sixdisciplines.blogspot.com' alt='' /></div>Skip Reardonhttp://www.blogger.com/profile/07961793164913659170noreply@blogger.com0