“Implementation is more important than strategy formulation. It should not be a question of developing a strategy and hoping it works, but of developing a strategy and following a logical plan to reach it. Creating the execution plan is difficult but certainly necessary and productive.”
Lawrence Hrebiniak, Professor Emeritus, Department of Management, The Wharton…

An executive survey across multiple industries indicated that while 67% of leaders believe their organization is good at crafting strategy, only 47% would say the same about implementation. Only 10% of organizations surveyed achieved 67% of their strategy objectives, while 36% achieved between 50%-67% and 54% achieved less than half of their objectives. And the…

As management guru Peter Drucker said, “What gets measures is what gets done.” The surest way to ensure implementation of the strategic plan is to translate the plan objectives into quantifiable metrics and to hold executive team members and managers and staff at all levels accountable to achieving those metrics. The question our team at…

“Plans are only good intentions unless they immediately degenerate into hard work”
Peter Drucker
What makes a strategy happen? Executives of the “best executing companies” attributed their success to the degree to which strategy is incorporated in day-today organizational operations, with good alignment with the organization’s business model (this was a global leadership survey published in Why Good Strategies Fail:…

Successful implementation of an organization’s strategic plan depends on many factors—having a data-driven strategy, monitoring performance against metrics, having a well-defined process and action plan, appropriate level of executive attention, communication, and collaboration. But one key issue is the inability of an organization’s human capital to change in order to make the plan successful. If…

The chief executive officer and other members of the C-Suite often consider the job done after the strategic plan has been approved by stakeholders and shared with managers and team members. They go back to business as usual and expect that someone else will figure out plan implementation without articulating who needs to do that,…

Implementation of the strategic plan has to be an iterative rather than a rigid process, as should the evolution of the strategic plan itself. In order to achieve strategic objectives, leaders need to be willing to adjust their course, adapt to unforeseen changes in the landscape, and—if necessary—to modify the objectives. However any deviations from…

Behavioral health and human services providers, like their clients, must face and overcome new challenges every day. From a business operations perspective, agencies face increased compliance requirements and must provide substantial care documentation and outcomes measures to governmental regulators. Failure to do so can result in material impacts to the organization’s revenue, a dangerous result…