David Greenberg, from LRN, presents LRN’s activities in helping leaders transforming their businesses, and the importance of culture to thrive strategy execution. (more…)
For the last 10 days Prof Robert Kaplan has been on a road show of conferences in Europe. The presentations started in Milan with a conference for over 700 executives interested in discussing latest findings in Strategy Execution. The 6 important steps that are seen as success factors and supporters of the Execution Premium concept presented in Prof Robert Kaplan latest book (published in 2008 by Harvard Business Press) were presented. (more…)
For more than 100 years, a company-centric, efficiency-driven view of value creation has shaped our industrial infrastructure and the entire business system.
Although this perspective often conflicts with what consumers value — the quality of their experiences with goods and services — companies see value creation as a process of cost-effectively producing goods and services. Now information and communications technology, the Internet in particular, is forcing companies to think differently about value creation and to be more responsive to consumer experiences. In fact, the balance of power in value creation is tipping in favor of consumers. (more…)
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area–not with formulating strategy but with executing it, or putting their strategy into action.
Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans. It doesn’t have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. (more…)
Strategy realization competence as an integral part of a successful organization – role and responsibilities of a Strategy Office.
According to empirical investigations, the great majority of organizations fail in successfully realizing their previously defined strategies. Thus, last but not least, a study of the renowned “Harvard Business Review” observed that at an average profit-oriented companies only reach 60% of the financial results they wanted to obtain with their strategy. Consequently the question comes up if these unsatisfactory results must be attributed to an inadequate definition of their strategy or their incorrect realization.