ValuExecBlog

Caffeine Fix #10: Draw a line in the sand!

Herewith our Caffeine Fix # 10 from the authors of 'Rework':

'You have to believe in something. You need to have a backbone. You need to know what you're willing to fight for. And then you need to show the world. We're (37Signals) willing to lose some customers if it means that others love our products intensely. That's our line in the sand.'

At Valufacture Solutions, our line in the sand is the value we create. If we don't add value - we don't charge regardless of how many hours we spend on a project.

What's your and your company's line in the sand?

Yours in execution.

ian 

Caffeine Fix #9: Start making something

Today's caffeine fix brought to you by the authors of Rework

 

'What you do is what matters, not what you think or say or plan. Until you actually start making something , your brilliant idea is just that, an idea. And everyone's got one of those.The real question is how well you execute.'

                               Rework:Fried.J; Hansson.D.H; Founders of 37 Signals

 

Yours in execution.

ian

 

Strategy Execution 1-0-1

Company executives do not believe that they have an issue in formulating strategy. The issue is rather in the execution of strategy. At least that is what recent research would have us believe. But whereas a brilliant strategy may well see them dive into blue oceans or float around in white space, it is only the solid execution of that strategy that will keep them there.

The problem is many executives have an over-reliance on structural change as a solution to cure their woes. We are after all a species that has a very short attention span and structural changes with their resulting short-term cost savings show up quickly on financial statements. However, these do tend to be short term and the layers have a knack of finding their way back into the organization.

In their article 'The Secrets to Successful Strategy Execution' (Neilson.GL, Martin.KL, Powers.E; Harvard Business Review; June 2008), the authors argue that the two levers of 'Decision Rights' and 'Information Flow' are far more powerful than structural change in the execution of strategy. Executives need to ensure that everyone in the company knows which decisions and actions they are responsible for and they also need to make sure that important information about the competitive environment flows quickly to corporate headquarters so that the top team can identify patterns and promulgate best practices throughout the organization.

And therein lies the challenge. As I have said previously, clarity of decision making is not the norm in most organizations and neither is the quick flow of key information both into and out of head offices. Nevertheless, fix these two issues and executives may well find that strategy execution is no longer a problem. 

Yours in execution.

ian