Examining an organization’s culture is so imperative it can be compared to a DNA test, that’s capable of coding genetic information for the transmission of inherited traits. It is that deep. It’s values and ideologies form its decisions, strategies and results. One of such cultures is the power to execute.
A survey of CEOs carried out by Amanet revealed that strategy execution is the number one problem they face, and it is estimated that over 60% of strategies are never executed.
Simply put, execution is the discipline of getting things done. It is one of the 3 essentials of building a great, competitive and profitable organization, the first two being vision and strategy. A poor execution directly affects performance.
Below are 3 tips on building the execution culture:
Just like a sailing boat with a destination in mind, all members of staff must know where the organization is headed. Execution is strategy or plan implementation. Therefore, your plan must be clear.
This can be achieved by ensuring your organizational strategy is at the core of your internal communication, stating clearly what is expected and what role each member of staff is expected to play.
Communicate, educate and reinforce!
Choose the right metrics
Your strategy must be broken down to action points and deliverables. If there is a goal to be achieved, how do you know when it is achieved? The right metrics! What does success look like and how do you know it when you achieve it?
Choose performance metrics that identify and improve various internal functions of your business and their resulting external outcomes. You must be able to accurately measure where you are and compare to where you are going. That way, you can provide feedback accordingly.
With the right system that’s in total alignment with your strategy, everyone can be held accountable and tasks can be completed in a quality and timely manner.
Test and Adapt
Building an execution culture is an iterative process. The desired result is achieved by repeating rounds and rounds of analysis and cycle of operations.
However, strategy might change even within a short period. If this happens, it is important to successfully navigate these changes and develop appropriate and effective processes to adapt and properly manage them.