Developing and Executing Strategy

 

“Leading change is all about strengths, and has nothing to do with weaknesses.”

 

Executing Strategy within Organizations

Designed for: Managers and Directors required to understand the ‘whole system’ and execute on strategic priorities.

Time: (14) hours over two weeks

Size of group: From 1 to 8 people

Program: We’ll work one-¬on¬‐one or with a planning team to identify key, high-level initiatives designed to drive execution. We’ll focus on the behaviors and resources necessary to fully execute the company’s strategy. We’ll co-create blueprint ensuring that tasks are assigned and executed, and that the plan is communicated clearly, so that others are encouraged to follow.

Outcomes: Better execution on company objectives, by understanding the resources and personnel necessary.

Deliverables:An execution plan, with metrics and timelines.

 

“The task of a leader is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.”
– Peter Drucker

 

CASE STUDY

Institutional Challenge:

With a new strategic plan in place, and a new budget recently approved, a major university turned its attention to executing its strategy. As with most academic institutions, scarce resources and personnel shortages have led to new challenges executing on the new plan.

The Curci Group Approach:

As part of a daylong meeting, we led a discussion and exercise focusing on the Seven Essential Behaviors associated with execution. Personnel, programs, milestones, behaviors, metrics and processes were other topics we focused on, relevant to strategic execution.

Results Achieved:

Establishing the key behaviors and core processes to drive productivity, the group
took concrete steps to execute its new execution plan.

Some of the specific results achieved include:

  1. Clarity about personnel and skill levels required;
  2. Shared understanding regarding concrete steps required to drive execution;
  3. Greater accountability on the part of each team member