What’s the value of a great strategy if you can’t implement it?
Kaplan & Norton started a new management revolution in 1992. With the introduction of their Balanced Scorecard concept, measuring strategy along different perspectives became part of Strategy Execution.
Since then, Strategy Execution has grown out of its infancy and is on its way to maturity.
Today, most companies use – maybe with different names − the balanced scorecard principles of measurement and multiple strategy perspectives. In France, for example, 54% of the companies are using the scorecard.
So, what does this mean for you and your company?
A new field means new opportunities for you to differentiate yourself from your competition. Imagine two companies with equally good strategies at the starting line − the one who crosses the finish line with the least strategy lost during implementation wins! Can it really be that simple?
Well, some industries are more advanced than others − but, in general, you could say that it is still relatively easy to out-perform your competitors in the execution phase. And the gains – 40% to 60% (depending on the research study) − can be enormous.
We see that even a partial approach – in one area, like IT, for example – yields significant improvement opportunities.
So why wait any longer?
Make Strategy Execution a competitive advantage for your team, department or organisation!