STRATEGY IMPLEMENTATION – THE SIX BRAKE BLOCKS
One of the biggest challenges in management is the rapid implementation of good strategies. There is usually no lack of promising strategic designs in companies. However, it is the translation into practical consequences for the affected areas and the implementation in profit-enhancing structures and processes that is lacking.
In fact, many companies are strong in strategic design but weak in implementation. Their managers rightly complain that the companies are too slow – that their high-horsepower strategic sports cars only roll off the production line with luck, with execution flaws and far too late. In such a culture, they often feel left alone in a circle of colleagues who water things down instead of concentrating on getting things done and slow things down instead of going full throttle.
In my experience, there are six problem areas that hinder focused and rapid strategy implementation:
Progress
