1. Execution and Implementation
Dr. David Lawson

2. Quotes and Thoughts
“Strike when and where the enemy least expects” Sun Tzu “You must not fight too often with one enemy, or you will teach him all your tricks of war” Napoleon Bonaparte

3. Elements of Strong Execution
Communication and understanding
Everyone has a good idea of the decisions and actions for which they are responsible
Information transference
Important information about the competitive environment get to senior management quickly
Quality of decisions
Once a decision is reached, it is rarely second-guessed
Free flow of information
Information is freely passed across organizational boundaries
Field employees have the information they need to understand bottom-line impact
Full understanding of revenue generation options and capabilities

4. Maneuver Strategy Execution
Strategies must evolve in response to changing environments
Maneuver strategies represent an opportunity to attack the competition weakness, avoiding their strengths and defensive positions while exploiting ones strengths and ability
Companies compete aggressively/viciously for strategy advantages in a chaotic global environment

5. Maneuver Strategies Represent
The ability to strike where it hurt the most
Not do destroy the enemy but render them unable to continue as a effective and coordinated whole
No longer compete in the market
Ability to focus on ever changing environment where the competitor is not entrenched or expecting
Renders the competitor unable to analyze the situation
Effective and efficient use of resources

6. Nature of Strategy Execution
Takes place on multiples levels
Physical
Test of operations, logistics, human capabilities, technology
Psychological
Morale, leadership and courage
Analytical
Challenges leadership to assess complex situations, make effective decisions and formulate superior plans tactical plans for execution

7. Four Human and Environmental Factors
Friction
Makes the simple seem impossible
Lack of planning, coordination, etc
Uncertainty
Environmental factors, opponents intentions/capabilities, fog of business
Fluidity
Where each event merges that precede and follow it
Shaped by the former and creates the conditions for the latter
Disorder
The combined environment shaped by friction, uncertainty and fluidity
Implies a competitive situation that deteriorates as time progresses

8. 7 Elements of Execution Targeting critical vulnerabilities Boldness
Exploiting weaknesses
Once identified, all efforts must be deployed to capitalize
Minimizing time between identification of weaknesses and exploitation maximizes effectiveness of resources
Boldness
Seek breakthrough results rather than incremental gains
Requires shifting resources to endeavors with uncertain outcomes – taking a risk
Risk must be tempered with judgment lest it become recklessness

9. 7 Elements of Execution - contd
Surprise
Striking in an unexpected manner can disorient
Ensures a response that comes too late and is ineffective
Stealth, ambiguity or deception
Focus
Must deploy resources in a concentrated manner
Achieve decisive superiority
Creates an advantage when and where it matters the most

10. 7 Elements of Execution - contd
Decentralized decision making
Pushing significant decision making down the organizational ladder
Supporting those decision – no second guessing
Must be consistent with Grand Strategy and further organizational intent
Increases the likelihood of nonlinear accomplishments and reconnaissance pull
An act that disproportionately determines the course of a large scale competitive encounter
Identifies an opportunity and pull the organization toward it, then leads the organization in its exploitation

11. 7 Elements of Execution - contd
Rapid Tempo
Relative speed of execution
Consistent and intense effort
Indentifying opportunities and making decisions faster that opponent
Forces opponent to be in constant state of reaction
Opponent will increasingly fall behind until they are overcome by the overall event
Combined Effort
Synergy – the combined effort of the organization
Sum of the efforts is greater than the individual contribution

12. Final Notes on Execution
Solid execution keeps the organization on the competitive landscape
Majority of companies struggle with execution
On average 2/3 of all strategies fail outright due to lack of execution at any or all levels
Overreliance on structural changes as main form of execution, i.e. constant reorganization
Reorganization is a short term fix to a long term problem
Baseball: trading players, firing managers, trading players again, etc. when a fundamental change in organizational philosophy is required.

13. Sources Secrets to Successful Strategy Execution
Neilson, Martin & Powers
Harvard Business Review, June 2008
Maneuver Warfare: Can Modern Military Strategy Lead you to Victory?
Clemons & Santamaria
Harvard Business Review, April 2002