Ideas are easy.
It’s the execution of ideas that really separates the sheep from the goats.
—Sue Grafton

Execution is Getting Things Done
And Answers “How Will We Get There?”

Execution is no longer just following a roadmap. It is navigating
a turbulent environment while making steady progress against your objectives.


This requires clarity, transparency, alignment and communication.
Ultimately it means seeing reality and being accountable for acting on that reality.


How prepared are you to answer “How Will We Get There”?

Get clarity on Execution

Getting clarity

If you know “How You Will Get There,” you know:

  • What company capabilities drive short and long term performance
  • Which managers are critical to meeting company objectives
  • How you anticipate and react quickly to customer, market or capability changes
  • Your culture is transparent, accountable and decisive
  • Your knowledge management systems inform real-time decisions
  • How to evaluate the effectiveness of your execution

Effective execution requires clarity, alignment, transparency, accountability, agility and feedback on results. Below are some resources to help you with execution.

  • One Page Business Plan

    A One Page Business Plan gives powerful clarity and transparency to execution. When every manager defines his or her own unit’s mission, objective, strategies and initiatives, the cascade of related plans aligns resources and impact toward overall company objectives. The process has a profound development impact on managers by helping them to think like executives. See how this powerful tool works.

  • Accountability Culture

    Research, and observation, on how organizations make decisions show how culture and communication can compromise good execution of even the best strategy.  Companies with accountable cultures don’t talk about it, they just do it – having built around differences in risk aversion, decision speed, tolerance for failure and willingness to admit mistakes. See Create a Decision-Focused Culture for more insights.

  • Myths of Execution

    It is accepted that the executive’s top challenge is execution. What is becoming clear is that there are some common reasons why execution fails so often, mostly having to do with myths about strategy and performance. The #1 myth is that good execution comes from alignment – but many tightly-aligned companies with good communication and accountability still fail at execution. See Why Strategy Execution Unravels – And What To Do About It for the others.

  • Execution

    Although published more than a decade ago, Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done still resonates. From admonishing leaders to spend more time with people to acknowledging the cultural glue of informal social culture, the book pushes hard on making sure you are really executing, not just exhorting others to do it.


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