Aligning Strategy and Execution

*Pre-approved for 3 hours of Strategic Management by the Human Resources Certification Institute

This session demonstrates the utility of ten questions in determining whether the symbiotic relationship between strategy and execution is vulnerable and how it can be protected.Numerous factors can threaten what should be an interdependent state of balance between strategy and execution. Without limitation, these include excessively visionary or tactical orientations; rigidity that impedes success, even when preparedness and opportunity are coexistent; and the well-intentioned imputation of clarity where it does not actually exist. You’ll learn to:

  • Crystallize the utility of each strategic initiative
  • Reformat rhetoric into clear, strategic objectives
  • Align the utility of targeted outcomes to strategic initiatives
  • Create and clarify coherence among disparate contributions toward the achievement of each strategic initiative
  • Assess the likelihood of implementation success for each strategy
  • Anticipate and make recommendations regarding impediments to implementation of strategic initiatives
     

This practical “how to” workshop demonstrates the vetting of proposed and actual outcomes against organizational strategy and equips divisions to express their unique value in measurable terms and add to upstream achievement.

“Strategy without execution is fantasy; execution without strategy is thrashing.” Louis V. Gerstner, Jr.