Tuba Jamil

BSBA 6B
04151413002
Strategic Management
 The Secrets to Successful Strategy Execution
Strategy represents the course of actions. A good and aligned strategy can help gaining
competitive advantage but a solid execution can help us to stand there for long. Execution plays
a key role in the development and sustainability of any organization. A survey was conducted
in which 3/5 employees rated their organization as weak at execution. Executions are the results
of day to day decisions. There are four building blocks which can be used to influence action:
1. Clarifying decision rights.
2. Designing information flows.
3. Aligning motivators.
4. Making changes to structure.
Elements of strong Execution:
There are relatively 17 traits which influence the organization in one way or the other and we
rank those traits so that it would become easy for us to clearly get to know the importance of
each trait. In this case 5 main traits have been discussed which are:
1. Everyone has a good idea of the decisions and actions for which he or she is
responsible:
An organization should be clear to let is employees know the responsibility for which
they will be accountable so that they could work more keenly on that task to avoid any
error. Since there is a hierarchy in the organization and each level is responsible for one
or the other task and if these decisions are clearly defined then the errors are omitted.
2. Important information about the competitive environment gets to headquarters
quickly:
Headquarters could serve a powerful function in identifying patterns and promulgating
best practices throughout business segments and geographic regions. Since head quarter
is meant to deal with all the important decisions so if the information regarding any
competitive advantage is readily available to the headquarter then it could process that
information and a timely action could be taken.
3. Once made, decisions are rarely guessed:
Since decisions are made by the top-level management and if the management is
involved in the decision making then it could come up with the more reliable decisions
whereas the line managers only look upon the progress and if the decision is second
guessed which means that it is taken to different people for their opinion then different
changes are made in the decision and no single person is held accountable.
4. Information flows freely across organizational boundaries:
If the information does not move horizontally within an organization, then the
organization overall loses the opportunity of making it better for the organization and
the units behave like silos. This is an issue on which many companies do not work and
they are busy in their own strategies.
5. Field and line employees usually have the information they need to understand the
bottom line impact of their day to day choices:
Since front line managers are directly involved in day to day activities and if they are
not made aware of their decisions that what impact do their decisions carried then they
could not make corrections. So, the front-line managers should have the information
regarding the impact of their activities.
Steps to improve execution of strategy:
1. Involve staff in decision making process.
2. Decision making should be clarified at each level.
3. Span of control should be broadening.
4. Cross cultural teams should be created to increase creativity.
5. Improves the flow of information.