Effective Execution

As you know, great ideas and strategies are only as good as the ability to execute them effectively.

Effective execution results from focus as well as the deployment of management and resources. It requires coordination and management support. And, it has to be responsive to feedback from your customers.

We help you take full advantage of the hard work you put into building and communicating your strategy.

We will work with you on:

Focus & Scope

Help clarify what it will take to achieve the strategy (operationally) and the priorities for action.

Management & Resources

Help determine the right management structures (organizational structure, key team players, etc.) and key resources required to support the achievement of the strategy.

Coordination & Management Support

Establish high levels of coordination across work units and leverage senior management support.

Defining Success & Monitoring Results

Set benchmarks for success and monitor the results. Evaluate feedback and continually evolve.

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Execution Case Study:

Top Cable Network seizes digital opportunity

A top cable network was struggling with how to build its digital business. We reviewed their key initiatives and financial results and, along with senior management, determined they were on the wrong course.

Although they had a strong brand and good strategy, they needed help determining where to focus their efforts and how to achieve big results in a new business arena. They were hampered by an organizational structure that was not the most effective to deliver on the strategy. And, unfortunately, several key people didn’t have the necessary skills to execute.

Our first step was to determine how to fix the management team and organizational structure. While there were some strong players, many were miscast and thus ineffective. The company was also missing key expertise that needed to be brought in.

To fix it, we restructured the roles of the strong executives, brought in new executives with specific skills that were needed, and ‘managed out’ those who no longer fit with the new team structure. As we clarified roles and restructured the organization to reflect the objectives we wanted to achieve, we built a high-performing business that was ready to move forward in the right direction.

Then, with the right team in place, we tightened up the strategy and set out to develop the key priorities and associated action plans to achieve the goals. This analysis included shutting down initiatives that did not fit well with the strategy and getting people mobilized around the new plans.

As they began to move forward with the new plan, the key players further flushed out their plans and determined key resources required and timelines to achieve the goals. At this stage there was a heightened sense of ownership by all involved. This sense of ownership was largely due to the buy-in gained by working as a team and getting involved early in the strategy and planning processes.

There was a great level of coordination across the business, which led to both great performance and a high degree of satisfaction among all involved.

Within a 6-month timeframe, the newly minted team had relaunched the key digital businesses, which then went on to stake out #1 positions in their respective demos – all within a year, in a very competitive environment. They were also achieving their financial goals for the first time. Further, the team began to re-define its role in the company as the digital business driver vs. merely website developers.

Speeches and Seminars/Workshops

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