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« Management Excellence | Main | Highlights from Berkshire Hathaway's 2008 Letter to Shareholders »

February 10, 2009


Amelia Thornton

Great post, Ron - I see #2, #5, and #9 all the time, and believe they are the 'critical few' of your list. I would also add one more -- #10. Too many moving parts. Organizations that execute effectively on their strategies typically have only a very few strategic goals versus many, and they are laser focused on them. Once a goal is completed, they 'reload' and move on to the next one.

Robin Speculand

In addition to your top 9 I woild also add:

No one sets out to fail when implementing strategy but they do nine out of ten times. Just as no one sets out to craft a bad strategy! The only way we know a strategy is bad is by implementing it. The only way we know if an implementation is working is by reviewing it.
A main contributor to strategy failing is that after crafting the new strategy leaders feel that they have completed most of their responsibilities and delegate what they consider the easier part, the implementation. They take their eye of the ball. This has been a recipe for failure for too long. The implementation changes and leaders do not know.

Ron Dimon

Amelia - I agree, otherwise organizations can suffer from 'initiative-du-jour' or strategy fatigue.

Robin - great point. Strategy and execution should be part of a closed-loop where feedback and learning take place. There is much to be done in the 'operationalizing' of strategy!

sap bpc

Traditionally Human Resource is viewed primarily as an administrative function. But things are not the same in the current environment.

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