Why is it that less than 10% of companies are able to successfully execute their strategy? Though every organization faces its own unique challenges, execution is most often hindered by at least one of these issues.

To be successful, Strategy Execution must be viewed as much more than just the "project du jour" -- it truly entails changing the way an organization is run at virtually every level. This type of shift must, of course, be supported by senior leaders who view Strategy Execution as worthwhile, even if it might require some painful changes in the culture. Experience has proven that truly passionate leadership support is nearly always related to an organizational crisis or “burning platform” that has been unsolvable to date.

To execute them effectively, every appropriate individual -- from senior executives to front-line employees -- must understand and take responsibility for their contribution to specific strategic objectives. Many organizations struggle with how to drive accountability in a positive and constructive manner, but this is essential to effective long-term success.

Once individuals are aware of their owned areas that are underperforming, they must have the skills and understanding to identify, rectify, and follow through on eliminating the true root causes of below-target performance. To make a true impact, action must also be focused on the right problems -- those that are linked to strategy.

Strategic plans often fail because executive management develops an extensive plan at the corporate level, but fails to translate it into meaningful sub-components for subsidiaries, operating units, departments, teams, and individuals. To be successful, strategy must be deployed and linked, both vertically and horizontally, to all organizational areas.

Data problems manifest themselves in many forms: organizations suffer from too much data, too little data, or data that’s hard to find, confusing, or untrustworthy. In the vast majority of organizations, too many measures are monitored, which dilutes the organization’s ability to focus on the “critical strategic few” and take appropriate actions. To provoke the right thoughts and actions, data must be delivered to the right person at the right time in the right format. Measure updates must be simple, easy to understand, and timely.

Learn more about:

• The "Strategy Execution Evolution" organizations experience
• Balanced Scorecard Basics
• How ActiveStrategy Can Help