The implementation of a corporate strategy buttes on many organizational flaws. Here is the list of the seven most classic crossovers and tracks to straighten the bar.
Strategic execution is not a recognized activity. Many company departments simply define their strategy and let each department execute it as it sees fit. Studies show that about 60 percent of the impact potential of a strategy is not ‘delivered’ due to insufficiently effective execution. After more than 20 years of experience in the measurement and support of strategic execution, it is clear that the weaknesses resist and that the same causes continue to produce the same effects. Here is a list of the main misconceptions and bad practices that weaken strategic execution at several levels.
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