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