For the last decade we’ve studied the best performing organizations in the world. We’ve decoded the legendary business systems that have enabled category leaders like Danaher and Toyota to consistently outperform their peers year after year, decade after decade. The result is a blueprint for an Integrated Strategy Execution (ISE) system that is fully supported by the i-nexus strategy execution platform and which can literally transform your organization’s ability to deliver on it’s strategic plan. Refined and road-tested with members of the Strategy execution Consortium – the leading strategy execution benchmarking group for Global 5000 organisations – this powerful execution system is now available for you to use.
Over the last decade we’ve studied and benchmarked the execution systems of over 150 Global 5000 organizations. The result of this research effort is the Strategy Execution Maturity Model – a comprehensive diagnostic tool that enables organizations to benchmark the maturity of their execution capabilities and pin-point risks to the execution of their strategy. If you would like to learn more about this model or have interest in a facilitated Execution Readiness Assessment – click on the Let’s Talk option at the bottom of the page.
The results are in and they are conclusive. Our latest 2015 execution maturity benchmarking study clearly demonstrates that organisations that implement an Integrated Strategy Execution (ISE) system significantly out-execute their peers in terms of percentage of committed goals achieved. The good news from this study is that it doesn’t seem to matter what industry you are in or whether you are a private or public sector enterprise – the implementation of ISE, particularly when underpinned by the i-nexus platform – literally transforms an organization’s execution capability.
Organizations around the globe consistently achieve more of their strategic goals with i-nexus
Our research has shown that it is these six core principles that guide the behaviour of leaders in the most successful organisations:
Organizations don’t have infinite resources. They need to make hard choices. Successful strategy execution is as much about choosing what not to do as it is about choosing what to do. Relentless focus enables us to achieve more while doing less.
Clarity of thought
Clarity of goals, and of thinking, accelerates execution by making clear what needs to done, who will do it and how success will be measured. Clarity simplifies communication and surfaces assumptions.
An organization’s strategy is ultimately defined by the initiatives it chooses to invest in. How we achieve alignment between our goals, the actions we choose and the limited resources we have, is a critical determinant of how successfully we will execute.
In practice, the biggest barrier to strategy execution is the unrelenting demands of the “day-job”. Without real-time visibility into the progress of strategic initiatives, there is no counterbalance to the pressure of day to day operations.
Large organizations are like supertankers. If you start turning the wheel when you are almost on the rocks, the ship is lost. The earlier that you can course-correct the more likely you are to reach the destination in good shape. Being able to regularly review and adjust the plan as you execute is key to successful execution.
Strategic planning basically boils down to betting on a set of assumptions. The sooner we can learn that those assumptions are, or are not, playing out, the more likely we are to be able to take the decisions needed to ensure we execute successfully. Without “closing the loop” we cannot gain the feedback we need to test our assumptions.
“Despite the fact that we all came from a very diverse set of industries, there was a real consistency in the problems we were trying to deal with. Plus the insights we got from the presentations were really outstanding.”Gary Aldam Accelerating Delivery and Performance at GSK
“The quality of the presenters and the knowledge and experience were amazing. The degree of information between the participants, plus the insights we got from the presentations was really outstanding.”Joerg Baier General Manager at Maersk