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Recipe Of Master Strategist

Updated: August 28, 2010 11:38 am

The concept of growth and continuous improvement is crucial to the new science of strategy execution. Because time is non-recoverable resource, it is a professional imperative for business leaders to pursue initiative management with a requirement for contiguous growth, innovation and growth. In fact, the essence of the matter of the opening pages of this book is the writing about our lives as individuals, but the writer believes generalisation can also be applied to the life of a business.

                The book is organised into three parts. Part I consists of Chapters 1-3 and lays the foundation for the new science of strategy execution. Part II contains chapters 4-8, which detail the five key aspects of the new science. These chapters build upon each other in modular form so that a firm can begin the process toward world-class strategy execution with the first competency—innitiative management—and then pursue additional skills as confidence in execution grows. Part III contains chapters 9-11and explores topics such as a programme management structure and an overall measurement approach for new science such as programme management.

                The writer maintains that one of the most difficult tasks in most organisations is to execute strategies well. However, in the chapter one, the writer says strategy execution is difficult. Probably no CEOs of a company that has been in business for five years or more would disagree. Astonishingly, the writer refers to a study, which has shown that 90 per cent of formulated strategies of firms in the US and Europe are not implement on time and with the intended results.

                In the latter pages, a combination of approach, methodology, framework, tools and rules of thumb that address the issue and processes related to strategy execution. Strategy execution problems many a time becomes even more complex and convoluted. The writer claims that today’s firms do not seem to depend on general management as a key to source of competitive advantage in the global economy. Every planning strategy/process includes a calendar of events and a set of initiatives that are approved and funded. These typically process related functional geographic and /or technological in nature and are the key actions that operationalised the company’s vision mission and strategic objectives. In one chapter, the writer claims without a doubt that initiative management is the underlying foundation for world-class strategy execution. This chapter provides a deep insight into the concept of initiative management and explains how it works and what its benefits are.

                The book presents a relatively straightforward process and discipline to improve its ability to find, incubate and push forward totally new products or services. The essence of the process is to install measurement and imperative into the period before the product design begins. In fact, this is not a book for light, easy reading. It takes a rigorous approach to what, the writer thinks, is the biggest potential source of value creation in this century—strategy execution. It requires that the tools and techniques presented in the book be applied, identifying barriers, measuring cycling times, rework and costs, and using improvements in the measures to drive out barrier. In the concluding chapter, we examine the range of improvement in sales, margins, capital avoidance and agility that can be achieved through the broad use of new science of strategy execution. To wrap up incisively and cogently, it is worth mentioning that if a firm has been bogged down for too long in strategy formulation, now is the time to begin the execution phase—the writer claims that using this book as a starting point will give any company the cherished results.

By Ashok Kumar

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