Archive for the ‘Execution- Implementation’ Category

Leadership in Execution: Execution competencies

February 20, 2007

In the organisation or system ………Failure of good strategy & plans… 

Where is the center of gravity? 

Focus: The great execution gap. 

What is the definition of leadership in context of execution?  

What are execution competencies?   Kindly read this nice article written by M.R. Chandramowly at deccaherald.com  

Leadership in execution 

 Some insight from this article:  

Execution competencies: 

*       Execution leaders are in regular touch with the day-to-day realities of business and people. Being present in the “power of now”, the personal connections build intuitive feel for leadership and followers. 

*       They live in reality and do not shade it to make a good appearance. Embracing reality is about keeping the view of global trends and measuring your own progress, not internally but externally. 

*       Execution leaders set clear goals and priorities. The logic of business thinking is to focus on three or four clear priorities. A leader who has 10 priorities does not know himself what the most important things are. Execution Leader aligns few clear goals across the organisation and simplifies things so that others can understand, evaluate and act on them. 

*       One of the concerns in widespread business is lack of perseverance and ability to follow through. 

*       Reward the doers. People produce specific results if they are rewarded accordingly. Rewards include monetary value and beyond 

*       The sixth execution competency is to expand people’s capabilities through coaching. 

*       The last execution competency, which is the basis for all the six to stand on is self-awareness. Leading a business requires strong character, emotional fortitude and awareness of strengths and weaknesses especially in dealing with other people, and the ability to build on the strengths and correct the weaknesses. 

Similarly the other execution behaviours can be identified with leadership competencies: Insist on realism, set clear goals and priorities – results driven, follow through – perseverance, reward the doers – motivating and inspiring, expand people capabilities – developing self and others, know yourself – self-knowledge.***********************************************

 Effective Artciles which align to above article. Kindly link and share your expereince.

~Ajay Singh Niranjan ~

From Idea to Execution

February 15, 2007

We have lots of great Ideas but unable to execute !!

Where should be need more focus: Idea or Execution.

Sharing these insightful articles about execution-the discipline of getting things done.

From Idea to Execution -by Vijay Govindarajan and Chris Trimble at Fastcomany.com

Which is more important: ideas or execution? at Innovationtools.com.

Some insight from Innovation weblog:

“The error is in assuming that the company has already hurdled the most difficult barriers to innovation: finding a great idea and a great leader. In fact, the biggest challenges are still to come. Our research has shown that strategic experiments face their stiffest resistance once they are showing signs of success, consuming more resources, and clashing with (the parent company) at multiple levels.”Here are some of the challenges that a new internal venture faces, according to Govindarajan and Trimble:

  • It must attract funding
  • It must learn quickly from success and failure
  • It must rally people around a fuzzy view of the future
  • It must reorganize the leverage the lessons learned
  • It must manage expectations of performance and chaos

The authors have also identified six tendencies of established organizations that new ventures also typically face:

  • Protecting funding for the new venture regardless of the performance of the parent company
  • Establishing new organizational norms and policies that make sense for the new venture
  • Overcoming tensions between the new venture and the existing company when those norms and policies conflict
  • Affecting changes in the existing power structure required to support the new venture
  • Engaging employees of the parent company in supporting the new venture and
  • Recruiting talented managers from the parent company to work within the new venture

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Effective Artciles which align to above article. Kindly link and share your expereince.

~Ajay Singh Niranjan ~

Strategy Execution: Leadership to Align Your People to the Strategy

February 6, 2007

The missing link of our system: Execution of Good plans at bottom of the pyramid.  

Where should be focal of attention? 

What is our approach for getting end result at right time? 


Lot of intellectual energies diffuses into various directions due to misalignment of sub systems. 

Kindly visit this nice article on Strategy Execution: Leadership to Align Your People to the Strategy at www.millian.nl. 

Some insight from this nice artcile :“Strategy Execution” is critical, yet it is easier said than doneLarry Bossidy and Ram Charan, in their book Execution: The Discipline of Getting Things Done strongly support strategy execution as a critical leadership role, making three clear statements:

  1. Execution is a discipline, and integral to strategy.
  2. Execution is the major job of the business leader.
  3. Execution must be a core element of an organization’s culture

However, “Strategy Execution” appears to be a real challenge: The difficulties with “Strategy Execution”Professor Lawrence G. Hrebiniak, Wharton Business School, recently identified the following issues. All four of the problems mentioned below are people-related issues:

  • Managers are trained to plan, not execute.
  • Some top executives do not see themselves as responsible for implementation of the strategies they formulate.
  • Strategy execution happens over a much longer time frame than strategy formulation.
  • Strategy implementation involves more people than strategy formulation.