Strategy To Execution Framework A Guide To Strategic Business Analysis For Enabling Business Transformation

The Strategy to Execution Framework(R), presents new ways of thinking to understand the complexities of transformation and business change programs and provides a guide for the creation of successful business transformation program foundations.

A companion to A Guide to the Business Analysis Body of Knowledge(R), the Strategy to Execution Framework helps those engaged with strategic business analysis to create the strategies and elements that guide the move from strategy to execution.

YOU HAVE A BRILLIANT NEW STRATEGY. NOW IT'S TIME TO EXECUTE. Businesses spend a combined total of $47 billion annually on strategy consulting. Approximately 90 percent of strategic change initiatives fail to deliver the intended results. Something isn't adding up. As companies all over the world concentrate on revisiting, revising, and remaking their strategies, they forget the next step: making sure the strategy happens. So it turns out that billions of dollars are spent on brilliant ideas--but not brilliant results. In this groundbreaking book, business strategy experts Liz Mellon and Simon Carter provide a solution: THE STRATEGY OF EXECUTION. The authors break down the process of ensuring that your new strategy translates into measurable profits and growth into five fundamental and profoundly important steps: MOBILIZE THE VILLAGE: Get your senior executives to embrace the new strategy and actively engage with it. GATHER THE ELDERS: Build a small team of the very highest figures in the corporation to lead strategic change. POWER UP FEELING: Don't overthink it; trust your instincts as much as your intellect. ENERGIZE PEOPLE: Create a culture of communication, ownership, and followthrough of strategic objectives. BUILD ENDURANCE: Drive individual and organizational resilience to play the long game and hardwire change throughout systems and organizational structures to maintain momentum. In the final chapter, the authors illustrate their process in action through a detailed case study of BPB PLC--a century-old building material company that applied these five steps to make extraordinary strategic change happen. You can lead positive change in your company. A strategy is just words on paper until it's executed with care and smarts. Use The Strategy of Execution as a blueprint for long-term business success. There are a lot of smart people coming up with innovative business strategies today. Very few of them, however, are executing them. The gap between strategy and execution has never been wider. The Strategy of Execution provides a practical approach to the work that must be done after a business strategy is agreed upon. "This is a highly readable guide to one of the most under-researched areas of strategy; execution. Strategists have always had more solutions than there are problems, but the issue of what to do when they leave the building has not been satisfactorily addressed. Liz Mellon and Simon Carter have put together a clear framework for execution illustrated with countless examples. Industry leaders are called ‘executives’ for a reason. This crisp and accessible book should be their mandatory reading." -- PAUL WILLMAN, Professor of Management, London School of Economics "This is a clearly written and very readable book, with key insights into the challenges of implementing a strategy and good examples from individuals and organizations that have brought about successful change." -- ANDREW HOBDAY, Chief Sustainability Officer, Mars Incorporated "One aspect of leadership that has always puzzled me is how a leader directs change for the good of the organization and the people. Too often, when a leader talks about change, employees expect the worst. This insightful book lays out a step-by-step guide on how to execute a strategy with warmth and conviction, bringing people with you rather than dragging them, fearful, behind you." -- KEVIN KELLY, former CEO, Heidrick & Struggles

An expert playbook for effective strategy execution with a focus on proven, real-world, implementation In The Execution Challenge: Delivering Great Strategy at Scale, a team of renowned strategy execution researchers and consultants delivers a practical and insightful new take on how to effectively execute strategy in today's complex, fast-changing environments. The authors focus on the often missing “HOW” of strategy execution — exploring the holistic perspectives, skills, and approaches needed to inform and translate strategy and create and maintain a “line-of-sight” between your strategy and its execution. You'll find proven techniques that you can implement to ensure that changes in business strategy are reflected in complementary changes to the organizational project portfolio. You'll also discover: A comprehensive leadership toolkit of approaches, skills, knowledge, processes, and examples you can employ immediately to translate and execute on even the most ambitious strategies A multidimensional and nuanced perspective on understanding modern organizational structures and design that provides a comprehensive view of your firm's value proposition How to align business strategy with project-level execution and maintain the alignment as strategy evolves A can't-miss toolkit for converting words and ideas into coordinated action and momentum, The Execution Challenge is the real-world guide to strategy execution that executives, strategists, transformation and innovation leaders, strategic planners, managers, directors, entrepreneurs, and other business leaders have been waiting for.

A practical approach to business transformation Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC’s Strategy& lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. This approach gives structure to strategy while promoting lasting change. Examples from Strategy&’s hundreds of clients illustrate successful transformation on the ground, and illuminate how senior and middle managers are able to take ownership and even thrive during difficult periods of transition. Throughout the Fit for Growth process, the focus is on maintaining consistent high-value performance while enabling fundamental change. Strategy& has helped major clients around the globe achieve significant and sustained results with its research-backed approach to restructuring and cost reduction. This book provides practical guidance for leveraging that expertise to make the choices that allow companies to: Achieve growth while reducing costs Manage transformation and transition productively Create lasting competitive advantage Deliver reliable, high-value performance Sustainable success is founded on efficiency and high performance. Companies are always looking to do more with less, but their efforts often work against them in the long run. Total business transformation requires total buy-in, and it entails a series of decisions that must not be made lightly. The Fit for Growth approach provides a clear strategy and practical framework for growth-oriented change, with expert guidance on getting it right. *Fit for Growth is a registered service mark of PwC Strategy& Inc. in the United States

This book enables enterprise business leaders - from CEOs to supervisors - to understand what "Continuous Improvement" is, why it is probably the best answer to improved business performance in years, and how to put it to work in the unique environment of a specific organization. The book examines what is at the core of "Continuous Improvement" and delves deeper into the elements and constituents necessary to take an organization to the next level to ensure its continued, long-term existence. It provides guidance to enterprise management and to professionals engaged in the implementation of a "Continuous Improvement" initiative and enables them to structure and manage its implementation successfully. It also provides tools to quickly assess where an enterprise business stands in terms of strategic management and "Continuous Improvement".​

This book ties together several business disciplines. It is a guide to the successful execution of strategy. It takes the reader from strategy formulation to initiative selection, to project management, to process design and in doing so, ties all the disciplines together with common underpinnings and rules. Part I of the book begins by setting out some fundamental constructs and linkages that are used throughout the book. It highlights what the author identifies as the ten potential failure points of any firm's strategy. Part I concludes with the strategic structure which includes three "pillars" of knowledge, technology, and people that support the business processes of the firm. Part II deals with strategy formulation. Much of this part of the book is merely drawing together constructs from other sources. The author describes Porter's value chain and then expands on it and promises to do so even further in the rest of the book. He addresses the use and misuse of the balanced scorecard and discusses the four basic types of strategies that a firm may employ. He concludes Part II with a discussion of risk and barriers to strategy execution. Part III, Strategy Execution, departs from other constructs and becomes the heart of what is unique about the book. In it, the author discusses ways to identify a strategic initiative and then to vet or select the initiative. The method for transforming a firm's strategy into Cartesian math constructs and then being able to mathematically evaluate a potential initiative and align it with the firm's strategy is unique to the book as is its method for building and proving the business case. The remainder of Part III is spent looking at metrics in all its forms, characteristics, and types. The reader may, at first, feel the author beats metrics to death, but it becomes apparent, further into the book, how important metrics are to everything discussed. Part IV is devoted to project planning and execution. One of the real strengths of the book is its meticulous linkage among strategy, strategic initiative, and project management. The author ties many of the constructs, like the structured business case, into project planning and estimating. His chapters on project elaboration and estimating are worth the cost of the book. He concludes part IV with a chapter on critical chain project management. Part V, the largest part of the book, is on building effective business processes. He makes sure the reader understands the three important constructs of system analysis and design: process, data, and events, as well as how the pillars (people, knowledge, technology) affect the process design. He walks the reader through event analysis and each phase and then spends some time on information and data modeling. He ties everything together with a chapter on validation, how you prove your model has "conceptual integrity," that it will work in real life. Part V concludes with a brief survey of physical design issues. This book is for any business executive who wants a guide to strategy execution. They could use the book to guide their management team during the undertaking of major strategic initiatives in the firm. This is the only book that methodically ties together strategy, project management, and business process design into a cohesive rigorous approach. In addition to updated material, the second edition addresses the specific strategic issues surrounding Covid-19 and other pandemics.

This book provides an integrative Business Transformation Management Methodology, the BTM2, with an emphasis on the balance between the rational aspects of transformation and the often underestimated emotional readiness of employees to absorb and accept transformation initiatives. Comprising four phases - Envision, Engage, Transform, and Optimize - the methodology integrates expertise from areas such as strategy, risk, and project management. Covering the formal and informal structures and roles needed for a successful transformation, the authors cover a wide range of theory to help understand the phenomenon of transformation. A '360-degree' view on what business transformation means and how to manage it successfully, this handbook is suitable for business executives dealing with organizational change. A range of illustrative case studies ensure this is also a valuable resource for academics interested in change and transformation management.