Key Strategy Execution Questions

Loading...

來自 University of Virginia 的課程

Strategic Planning and Execution

237 個評分

Explore Related Videos

At Coursera, you will find the best lectures in the world. Here are some of our personalized recommendations for you

University of Virginia

Strategic Planning and Execution

237 個評分

課程 4（共 5 門，Specialization Business Strategy）

Avoid the pitfalls of strategy planning and execution with the tools and skills from this course. You'll learn the pillars of strategy execution--analysis, formulation, and implementation--and how to use the 4A model to effectively approach strategy execution. Finally, a panel of leaders from entrepreneurs, nonprofits, and industry, share their expertise gleaned from years of successful strategy planning and execution.

從本節課中

Strategy Formulation

This week you'll learn about how strategy gets set and implemented in organizations. You'll discuss factors key to effective strategy formulation--and common challenges and pitfalls of strategy execution. You'll explore four different approaches to strategy formulation and how governance ties into effective strategy formulation.

Pillars of Strategy Execution3:18

Strategy in Organizations7:08

Strategy Formulation: The Strategic War Room7:17

Strategy Formulation: Rapid Prototyping4:03

Strategy Formulation: Design Thinking6:32

Strategy Formulation: Business Model Canvas7:47

Corporate Governance8:19

The Human Factor9:43

Common Strategy Execution Mistakes7:39

Key Strategy Execution Questions4:39

Module Lessons4:11

與講師見面

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business
Scott Snell
E. Thayer Bigelow Research Professor in Business Administration
Darden School of Business

We have been talking about business strategy, and

specifically, we've been focusing on strategy formulation and implementation.

Now, as you get ready to move towards strategy execution,

as you're really getting ready to take action,

there's a number of questions that are important for you to ask.

And I'm going to start with this first one, which is very fundamental, and

it's simply, do we understand our strategy?

Now, that seems sort of crazy, right?

I mean, all organizations should understand their strategy.

But you would be surprised at how many organizations do not really,

fundamentally understand what their strategy is.

It's easy to just keep doing the same things we've been doing,

try to beat the competition, but this is a question that's really about clarity.

Does the organization have a clear goal?

Does it have a clear plan?

Is there clarity around the sort of strategic purpose of the organization and

what the business model is to execute on that purpose?

You might think about this as sort of if I cherry-picked someone from deep

within the organization, and asked them to explain the organization's strategy,

would they be able to do it?

And in lots of organizations, unfortunately, the answer is no.

So effective organizations have some clarity around what the strategy is,

from the top of the organization clear down to the bottom.

So that's the first question that I encourage you to ask.

A second question might be, do we have the right strategy?

So we might have clarity to the first question,

we might have clarity about what our strategy is, but is it the right one?

And how do we know?

So here's where I encourage you to, again,

make sure you're doing a thorough analysis, that you understand

all of the competitive dynamics in your market segment or industry, that you

understand what your organizational capabilities are, that you understand

who your stakeholders are and what value they want you to create for them.

And you've got to put all that together to really understand whether the strategy you

have is the best one that you could have, right?

So again, a key question.

The next question might be, how was our strategy created?

Now, this is an important one as well.

Was it a fair and open process in the organization to create that strategy,

or, in contrast, was it just something that was handed from down from on high?

Well, effective organizations really think carefully about how to get buy-in from

all the organizational members throughout the company on that organization strategy.

So was the process fair and open?

Did we involve a number of stakeholders that could provide input

into the formulation of that strategy?

Have we taken account of the behavioral influences that might be important to

consider, given what our business model is and what it is we want to accomplish?

So this is a key question as well.

It's important to ask another question involving

the alignment of the organization.

And specifically, does our governance, do the structure and

processes of organizational governance, do they support the strategy's execution?

In other words, we know what we want to do strategically.

Do we know what we can do?

And is there an alignment between what we're able to do effectively and

easily as an organization?

And does that line up well with what our strategic objectives are?

So here's where we have to think carefully about structure, and processes, and

governance.

And do we have sort of what it takes in the bones

of the organization to really execute on what we want to do?

Finally, you should ask if you have a plan to begin implementation.

So this is where you need to think about are there milestones,

how are we going to assess the performance on executing on this strategy, right?

Is this a priority throughout the organization?

Oftentimes, strategic initiatives in companies might just be the brainchild of

a few particular executives, and it seems like the sort of flavor of the week.

But if we really want to be effective at implementing strategy,

at executing on that strategy, we need to ask ourselves, how important is this?

Have we made this a priority?

Does that show up in the budget numbers and in the sort of directions that

all of the divisions of the company are receiving, and that sort of thing?

So here, we need to sort of think about all of the things that will be

required to execute on that strategy,

five key questions to ask as you begin strategy execution.

探索我們的目錄

免費加入並獲得個性化推薦、更新和優惠。

Coursera 致力於普及全世界最好的教育，它與全球一流大學和機構合作提供在線課程。

© 2019 Coursera Inc. 保留所有權利。

通過 App Store 下載

通過 Google Play 獲取