Reference Links Sites and videos that further deepen your knowledge

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If strategy is making the right choices then what is implementation about?

Six Batteries of Chnage introduction

Ed Boswell from Forum shares the importance of speed in execution.

Prof Jarrett shares what it takes to make your strategy work

Joe Eric sharing key impementation messages and tips for getting started

Examples of comanies executing brave ideas

Interviewed on what makes a winning strategy

Dr John Kotter on creating a sense of urgency

HBR - Donald Sull from MIT sharing how to translate strategy into results. Note this is a demo mode but still worth watching

These are video tips from Speculand's new book Excellence in Execution - HOW to Implement Your Strategy. The first one dicusses why its important to let people choose the action to contribute to the strategy implementation

Video on the positive reult from executing strategy

Dr Chialdini preseting at Stamford - a great speech

Jack Welch sharing his experience and key lessons learned

Accenture video

Bluepoint Leadership Development video on 5 habits for excellence

Ed Boswell, CEO of the Forum Corporation speaks to Harvard Business Review

Introduction to the approach used by Palladium Group.

70% of organizations fail to operationalize new growth strategies. They have great ideas but underestimate the degree of change management and enablement required to drive sustainable sales transformation. At the most foundational level, the sales channels must be equipped with the "how".

Howard Schultz for Inc. Business Owners Council interview on Inc Magazine

Webinar to learn how to align your employees to your strategy from Emeritus by Robert S. (Bob) Kaplan 

Strategy Stress Test was designed by INSEAD professors Michael Jarrett and Quy Huy. It helps reveal reality and the problems in your strategy.

Stephen Covey discussing the importance of being clear about the goals

Leadership effectivenes is what they accomplish - The Results Indicator

David Hilliard explain how organisational structure dramatically affects a company's ability to implement strategy.

Companies often naively assume that their functional structure is capable of running mission-critical programmes. But these structures are usually creaking at the seams; they're designed for repeatability and predictability. Complex mission-critical programmes are anything but routine. What's needed is a separate organisation, led by a war general and not a war correspondent.

Rob Lambert outlines the critical importance of strategy execution and how to go about the process to ensure greater effectiveness.

Daryl Conner is chairman of Conner Partners, an advisory firm that specializes in strategy execution. Daryl and the firm have a steadfast focus: they help clients deliver the promised benefits for the most difficult type of strategic change—change that transforms the business. As an internationally recognized leader in organizational change, Daryl serves as an advisor and mentor to senior executives around the globe.

In the third of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, talks about how to put the notion of a strategy loop into practice in an organisation.

Michael Jarrett, INSEAD professor, on the most important imperative for your business.
 

Introduction to Strategic Business Execution - a lecture by PMOAdvisory CEO Te Wu at Montclair State University.

Thomas Edison once said: "Genius is one percent inspiration and ninety-nine percent perspiration". Isn't this true for business success too? The best ideas, plans, and strategies in the world are meaningless unless they are thoughtfully executed and produce the desirable outcomes. Otherwise, they are just binders on bookshelves or files in dumpsters.

Schools, academics, and even many business executives are enthralled by strategy and planning. Why? Because they are beautiful, simple, unencumbered by the messiness of getting hands dirty. Yet, without the ability to transform these ideas into reality, does strategy really matter?

This special seminar presents two frameworks:
• A simple framework that divides organization activities into three major aspects: planning, operating, and changing. The emphasis is not to minimize the importance of planning and strategy as they are critical to success. But to achieve operational excellence and to manage change effectively, the ability to execute becomes paramount.
• A comprehensive framework on Strategic Business Execution that includes four components:
• Value, Behavior, and Attitude - the intrinsic "software" of individuals, teams, and companies • Important Competencies - the essential abilities (e.g. skills and expertise)
• Core Disciplines - the basic methods, systems, and control • Integrating Processes - the unifying force that ties all these components together

On the Core Disciplines, we discussed nine disciplines that include strategic planning, portfolio/program/project management, PMO, process improvement, organization change, data visualization and decision support, operational management. We will conclude the presentation with five "universal" rules of business execution.

Ricky Nowak Leadership Soundbite discusses Strategy, Implementation and Follow Up for the Senior Leader

In his talk, Carmine Gallo demonstrates how extraordinary leaders such as Steve Jobs, Bill Gates, and others communicate the vision and the value behind their service, product, or brand.

Stanford Graduate School of Business

Richard Rumelt

Chair: Professor Gordon Barrass

London School of Economics and Political Science (LSE)

Most strategies fail to achieve their objectives. The problem is rarely the strategy and usually a weak implementation. Successful implementation requires far more than an action plan, t-shirts, and coffee mugs. Here's what it takes to successfully launch a strategy.

Here are some of the vidoes on implementation that you may find interesting

1. Closing the Execution Gap (5:21 minutes)

As a consultant for many organizations, Bill has seen first-hand why nine out of ten of them fail to implement their strategy. Yet, successful strategy implementation is the difference between great organizations and mediocre ones. In his presentation, Bill will show you how to break through the clutter, organize your strategy, link day-to-day activities to long-term goals, and execute in a way that produces powerful, lasting value.

 

2. Closing the gap between strategy and execution: Strategy and its discontents (6:39 minutes)

In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.

For more information on studying business strategy at London Business School, visit: http://www.london.edu/programmes/executiveeducation/strategy.html

 

3. Good Strategy/Bad Strategy: the difference and why it matters (1:34:53)

Speaker(s): Professor Richard Rumelt

Chair: Professor Gordon Barrass

Recorded on 20 October 2011 in Sheikh Zayed Theatre, New Academic Building.

Developing and implementing a strategy is the central task of any leader. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate motherhood and apple-pie values and fluffy packages of buzzwords with "strategy."

Richard Rumelt is the Harry and Elsa Kunin Professor of Business and Society at UCLA Anderson.

An audio mp3 podcast is available here.

 

4. Getting Strategy Execution Right (3:04 minutes)

Michael Jarrett, INSEAD professor, on the most important imperative for your business.

 

5. Executing With Strategic Speed (9:44 minutes)

Ed Boswell, CEO of the Forum Corporation, explains why you need to slow down to speed up.

 

6. 4 Strategy execution barriers.flv (1:54 minutes)

http://www.the-executive-boardroom.com

http://www.bizvision.co.uk/the-executive-boardroom.com

Only 10% of organisations execute the strategy they formulate. This video is presented by Malcolm Gallagher and outlines the 4 barriers that stop the execution of the boardroom strategy. Are any of the four restricting your business. This is one of the videos discussed at The Executive Boardroom meetings For details of membership email kim@the-executive-boardroom.com

 

7.  Ram Charan - Strategy Execution Expert (8:03 minutes)

Uploaded on Jun 10, 2010

Ram Charan is a highly acclaimed business advisor, speaker, and author. Ram has coached some of the world's most successful CEOs. For 35 years, he has worked behind the scenes at companies like GE, DuPont, EDS, Duke Energy and Verizon. Ram has written several books: Execution: The Discipline of Getting Things Done, What the CEO Wants You to Know, Boards at Work, The Leadership Pipeline, and Every Business is a Growth Business. Charan also tailors his books for specific client companies, including ones for Gateway, Ford, and EDS. His articles have been published in Harvard Business Review, Fortune, Time, Director's Monthly, and USA Today.

 

8.  Discipline of Strategy Execution (2:33 minutes)

More videos at: http://clebervisconti.net/

What if everyone in the organization had a narrow, laser focus on the one or two things that have to happen to get you through hard times and emerge stronger? In fact, research shows that companies who are making it have "simple goals repeatedly revisited, together with clear targets and strong follow through, including the measurement of results." -- (IBM Study 2009)

by FranklinCovey.com

 

9.  Defining Strategy & Implementation - Speculand live in Singapore (3:55 minutes)

We all intuitively understand the words strategy and implementation but there is no common global definition of the words. In this clip Mr Speculand, Chief Executive of Bridges Business Consultancy Int, presents his definition.

An introduction to why you only have 63 seconds in your day to take the right action!

As a consultant for many organizations, Bill has seen first-hand why nine out of ten of them fail to implement their strategy. Yet, successful strategy implementation is the difference between great organizations and mediocre ones. In his presentation, Bill will show you how to break through the clutter, organize your strategy, link day-to-day activities to long-term goals, and execute in a way that produces powerful, lasting value.

In the first of a three part podcast series Donald Sull, Associate Professor of Management Practice in Strategic and International Management, discusses closing the gap between strategy and execution, focusing on strategy and its discontents.

For more information on studying business strategy at London Business School, visit: http://www.london.edu/programmes/executiveeducation/strategy.html

Speaker(s): Professor Richard Rumelt

Chair: Professor Gordon Barrass

Recorded on 20 October 2011 in Sheikh Zayed Theatre, New Academic Building.

Developing and implementing a strategy is the central task of any leader. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate motherhood and apple-pie values and fluffy packages of buzzwords with "strategy."

Richard Rumelt is the Harry and Elsa Kunin Professor of Business and Society at UCLA Anderson.

An audio mp3 podcast is available here.

Michael Jarrett, INSEAD professor, on the most important imperative for your business.

Ed Boswell, CEO of the Forum Corporation, explains why you need to slow down to speed up.

Only 10% of organisations execute the strategy they formulate. This video is presented by Malcolm Gallagher and outlines the 4 barriers that stop the execution of the boardroom strategy. Are any of the four restricting your business. This is one of the videos discussed at The Executive Boardroom meetings 

Ram Charan is a highly acclaimed business advisor, speaker, and author. Ram has coached some of the world's most successful CEOs. For 35 years, he has worked behind the scenes at companies like GE, DuPont, EDS, Duke Energy and Verizon. Ram has written several books: Execution: The Discipline of Getting Things Done, What the CEO Wants You to Know, Boards at Work, The Leadership Pipeline, and Every Business is a Growth Business. Charan also tailors his books for specific client companies, including ones for Gateway, Ford, and EDS. His articles have been published in Harvard Business Review, Fortune, Time, Director's Monthly, and USA Today.

We all intuitively understand the words strategy and implementation but there is no common global definition of the words. In this clip Mr Speculand, Chief Executive of Bridges Business Consultancy Int, presents his definition.