Business Strategy and Execution

							Title:
Business – Strategy and Execution

Word Count:
441

Summary:
Every company aims to formulate goo
d strategy and execute that strateg
y well. But many times it is found
that it was either good strategy, b
ad execution or bad strategy and go
od execution.


Keywords:
strategy,execution,plans,goals,achi
evements,business,job,work,team


Article Body:
Every company aims to formulate goo
d strategy and execute that strateg
y well. But many times it is found
that it was either good strategy, b
ad execution or bad strategy and go
od execution. Why and how to avoid
this?

Let us begin with what is a strateg
y? In simple terms, it means the pl
an to achieve the desired goals or
results. If any organization has we
ll defined goals, and can develop a
 strategy to achieve them, it shoul
d be half the battle won. But it is
 seen that execution fails. Why sho
uld that be so? It may be the fault
 of the team that executes the stra
tegy, or certain unknown factors th
at unexpectedly or unknowingly cree
p in while executing the plan.

What should be done? Ideally the te
am that forms the strategies should
 consider the factors such as who a
re the people who will execute, doe
s the company have the capacity to
execute, what if any unexpected cha
nge or event occurs while executing
, what are the risks involved, and
so on. No strategy can be created w
ithout taking into account the abil
ity of the people who will be execu
ting it. One may create a great mar
keting plan but if the field market
ing staff fails to understand and e
xecute the game, it is bound to fai
l and then the blame game begins.

Can a company make a single team th
at not only creates the strategy bu
t is also responsible to execute it
? This will eliminate many such hic
cups on the way. The problem is exp
ertise. I am a good strategist and
not a good executor. You are a bad
strategist but a good executor on t
he ground. What if such arguments a
re presented by the team under form
ation? All right, how about creatin
g a strategy and keep the execution
 team in the loop throughout the pr
ocess of creating strategy? This cr
eates another set of problems. The
views of both the teams may be so d
ifferent that no positive outcome w
ill ever result.

I have discussed in brief about the
se factors above. In real life, mor
e complications arise and especiall
y in large organizations, the compl
exities increase. The only solution
 for the top management is to set g
oals and discuss them with every on
e. After getting every one in confi
dence, create strategies and let ev
ery one participate in the strategy
 formation. Decide about what is to
tally achievable and why may be ach
ievable. Let the team that will exe
cute commit itself to achieve what
is totally achievable and promise t
hem with rewards if they manage to
achieve the other part also. The sy
nergy between the strategy makers a
nd the executors will ultimately de
cide the final outcome.