Execution is critical to success, Hrebiniak (2005) notes. Execution represents a
ID: 427007 • Letter: E
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Execution is critical to success, Hrebiniak (2005) notes. Execution represents a disciplined process or a logical set of connected activities that enables an organization to take a strategy and make it work. Without a careful, planned approach to execution, strategic goals cannot be attained. Developing such a logical approach, however, represents a formidable challenge to management. A host of factors, including politics, inertia, and resistance to change, routinely can get in the way of execution success. Despite its importance, execution is often handled poorly by many organizations. There still are countless cases of good plans going awry because of substandard execution efforts. Share with uss your thoughts that if execution is central to success, why don’t more organizations develop a disciplined approach to it? Why don’t companies spend time developing and perfecting processes that help them achieve important strategic outcomes? Why can’t more companies execute or implement strategies well and reap the benefits of those efforts? Execution is critical to success, Hrebiniak (2005) notes. Execution represents a disciplined process or a logical set of connected activities that enables an organization to take a strategy and make it work. Without a careful, planned approach to execution, strategic goals cannot be attained. Developing such a logical approach, however, represents a formidable challenge to management. A host of factors, including politics, inertia, and resistance to change, routinely can get in the way of execution success. Despite its importance, execution is often handled poorly by many organizations. There still are countless cases of good plans going awry because of substandard execution efforts. Share with uss your thoughts that if execution is central to success, why don’t more organizations develop a disciplined approach to it? Why don’t companies spend time developing and perfecting processes that help them achieve important strategic outcomes? Why can’t more companies execute or implement strategies well and reap the benefits of those efforts?Explanation / Answer
strategies are easy to make, outcomes are easy to predict and fancy forecast can depict a rosy picture of tomorrow, prepared by witty professionals sitting in the comfort of their cubicles. However, all of these are pretty difficult to implement, bring to life and made to work as desired in highly unpredictable, volatile and uncertain environment of the real world.
The main reasons for the difference between the two are lack of connectivity between those who make the policies and those who implement them on ground level. The policy makers often don't work on floor level and are hardly familiar with practical aspects of the business. This disconnect often result in failure of plannings that otherwise look waterproof and made to perfection.
The underlying causes of the poor implementation are rivalry between those who make the policies and those who implement them, organisational politics, lack of the willpower to adopt the changes, indifference of top bosses to the issues of ground level employees and uncertain situations that are beyond the control of all.
The situation can be improved by bridging the gaps between the different sections of employees, management's will to address to the needs of ground level workers, a fair assesment of ground level realities and the challenges and the efforts to resolve them effectively.
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