Business Execution – Getting Things Done

To achieve effective business execution, organizations must integrate execution into their overall strategy, goals, and culture, rather than treating it as a mere tactical function. This requires leadership engagement and a system-thinking approach, ensuring that strategic plans are actively linked to daily operations. By building a culture of execution around three core pillars—strategy, people, and operations—businesses can maintain focus and discipline, leading to successful outcomes.

The Importance of Business Execution

I noticed very early in my career that there are people who talk about doing things, and then there are those who actually get them done.  Today, as I work with organizations to improve business performance and results, it reinforces for me the core discipline of business execution.

This distinction between talkers and doers is a critical one. Execution is not just about good intentions; it’s about converting ideas into tangible results, a skill that separates successful organizations from those that struggle.

Execution: More Than Just Tactics

According to Larry Bossidy, in his book Execution:  The Discipline of Getting Things Done,

“People think of execution as the tactical side of the business, something leaders delegate while they focus on the perceived ‘bigger’ issues.  This idea is completely wrong.  Execution is not just tactics – it is a discipline and a system. It has to be built into the company’s strategy, its goals and its culture.  And the leader of the organization must be deeply engaged in it.”

System-Thinking: Integrating Execution into the Organization

This “system-thinking” is key: execution must be built into the entire ecosystem of the organization.

By embedding execution into every aspect of the business, from strategic planning to daily operations, organizations can create a cohesive and aligned workforce that understands how their roles contribute to the broader objectives.

I have participated in many strategic planning sessions only to see the grand strategic plans crafted during intense planning sessions, only to gather dust until the next annual review.  Without leadership commitment and drive to create the day-to-day linkages between the strategy and execution of the company, it can be wasted effort.

This common pitfall occurs when organizations fail to translate strategic goals into actionable plans. Leaders must champion the cause of execution, ensuring that strategic objectives are not just aspirational but are broken down into achievable tasks that are consistently monitored and adapted as needed.

Bridging Strategy and Execution Through Culture

It is crucial for leaders to not only set the strategic direction but also to ensure that it is translated into actionable steps and embedded into the company's culture. This requires a commitment to ongoing communication, alignment, and accountability throughout the organization. Without this bridge between strategy and execution, businesses risk falling short of their goals and missing out on opportunities for growth and success. The strategy must be held together with commonly understood processes and culture that reinforce the goals of the organization and the accountability required of its business leaders.

The Role of Leadership in Sustaining Execution

To develop a culture of business execution levering your strategic plan, create a framework based on these three core pillars:  strategy, people and operations. This framework serves as the foundation for successful execution, ensuring that every aspect of the business is aligned with the overall strategic goals.

Develop these linkages through an operating methodology and manage with focus, discipline and enthusiasm. It takes discipline and rigour to maintain the focus and embed it into the culture, however the results will be rewarding – guaranteed!

About the Author:

Colleen Kelley is President of Stratford Management Consulting. She is a seasoned executive with over 25 years of experience in both high-tech OEM and contract manufacturing sectors. She is an engaging leader with substantive skill in profit and loss management, customer orientation, program management and supply chain management. Colleen also brings significant experience in merger and acquisition activities, as well as leading organizations through substantial transition.

[FROM THE ARCHIVES: This blog post was originally published in 2015 and has been updated with new content.]