of leaders say executing strategic initiatives successfully is “essential” to face the competition
of firms struggle to bridge the gap between strategy formulation and its day-to-day implementation
of leaders doubt they will achieve 80-100% of their business objectives
Transformation by Design rather than by Chance
of organizations that use a formal process to manage execution out-perform their peers
of companies employ a “fully-fledged” strategic control system. Unfortunately…
of change projects fail. Companies need execution frameworks to deal with the challenges of change.
“There are lots of things to consider to get the ‘engine’ right and although some elements are common, the approach that suits one company may not suit another.”
HAVE YOU CONSIDERED?
of employees don’t understand their organisation’s strategy
of HR and IT organisations develop strategic plans that are not linked to the organisation’s strategy
of leadership teams spend less than 1 hour per month discussing strategy
of executives say their companies provide sufficiently skilled personnel to implement high-priority strategic initiatives and only 11% believe they have the resources required for success.
of all change initiatives fail. But why? In most of the cases organizational-change failures are driven by … negative employee attitudes and unproductive management behavior. Having a formal framework to manage resistance to change, governance and decision making is critical.
of executives say their companies are “good” at feeding back lessons from successful implementation into strategic planning, and just 33% when it comes to unsuccessful ones. Worse, 33% have no method at all.