Posted by Lancing Farrell                                                                              600 words

This is the second post in a series of five. The first post discussed the myth that execution equals alignment.

Sull, Homkes and Sull describe how organisations translate their strategic objectives into detailed plans that specify who will do what by when and with what resources. A large amount of time and energy is invested in the plans. Executives are then reluctant to deviate from the plan because they think that would reflect a lack of discipline and undermine execution.

However, a plan cannot anticipate all of the things that might help or hinder the organisation in achieving its strategic objectives. Continue reading →

Posted by Lancing Farrell                                                         700 words

Image from http://www.clipartpanda.com

This is the first post in a series of five posts drawin on ideas from the article ‘Why Strategy Execution Unravels – and What to Do About it’ by Donald Sull, Rebecca Homkes and Charles Sull.

In the article Donald Sull, Rebecca Homkes and Charles Sull describe the usual way strategy is implemented – i.e. it is translating it into organisational objectives, which then cascade down the hierarchy, progress is measured, and performance is rewarded. This accurately describes what theoretically happens in local government.

The authors found that when asked about improving strategy implementation, executives suggested greater use of tools such as management by objectives and the balanced scorecard to ‘increase alignment between activities and strategy up and down the line of command’.  In other words, execution relies on alignment and failure to implement strategy is a result of a breakdown in the linkages between strategy and action at each level in the organisation.

This type of thinking is also prevalent in local government. Continue reading →

Posted by Lancing Farrell                                                                              280 words

This series of posts builds on a previous series about how job design impacts on strategy implementation to focus on other systemic organisational factors. It draws on ideas from the article ‘Why Strategy Execution Unravels – and What to Do About it’ by Donald Sull, Rebecca Homkes and Charles Sull, which was published in the Harvard Business Review in March 2015. The authors have been conducting research for nine years into how complex organisations can execute their strategies more effectively.

The research is ongoing and the article discusses some of the insights that have already become apparent. In particular, five myths about how to implement strategy are exposed and alternative approaches are discussed. The central thesis is that most organisations have clear and accepted definitions of strategy but know a lot less about how to translate a strategy into results. Continue reading →