art of strategy

The challenge of executing the strategy in the day to day

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“The challenge of executing strategy requires both developing the right strategy execution tools and implementing the right strategy execution processes.

SMIT Amandla Marine developed more than one year ago a strategy map, creating a key framework to manage and monitor its strategy. In addition, a strategic Scorecard (known as Balanced Scorecard) has been implemented to monitor each strategic objective, and a set of strategic initiatives has been identified and prioritised, clarifying the strategic road-map going forward.
In order to ensure a strong alignment and commitment of first and second level management, the company created a specific Personal Scorecard Model that link the contribution of each one to the strategy execution and achievement.
This solid set of monitoring and management tools allowed SMIT Amandla to excel in the science of Strategy execution and Balanced Scorecard.
But in order to fully internalise the process and ensure the key executioners’ “buy-in, SMIT developed also the art of Strategy execution, through continuous and solid change management and strategy communication.
The result has been outstanding, and the organisation is now 100% focused on monitoring, managing and executing the strategy …”

Clare Gomes
Strategic Planning & Communications Manager at SMIT Amandla Marine

5 Articles On Strategy From 2013 Worth Reading

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Starting today you will be able to read, comment and share the 5 articles on Strategy from 2013, we think you should have read. Each of these articles explore different facets of strategy definition and execution, future trends and insights.

We hope that you will find value in each of these article choices. Here comes the first one:

The art of strategy


In this article Chris Bradley and Angus Dawson from McKinsey explain how strategic thought has evolved and where it is headed. Today it is about “common math” applied to “common data” with “common wisdom”, but more analytical rigor has to be brought into strategy. It is important to realize that strategy is not just about what is written on paper, but about the thinking and feeling processes of the leaders of the company.

The strategy method they propose is to diagnose,forecast, search and finish the strategy.  To make change happen by designing a social process such that people can really deal with the big ideas and change their deeply held biases about what the company should do in the future.

The future trends they see regarding strategy are about being very analytical about resource allocation to differentiate high performance from low performance, particularly on stock-market returns, and about market selection to drive growth, which turns out to be much more important than to gain market share.

And we have some questions on this:

Is there only room for Analytics in the future of strategy? What about intuition?

Where does innovation fit in this methodology?