Execution: Making Things Happen in the Real World

To compete successfully in the 21st century global manufacturing environment, a firm needs to have a well thought out set of strategies. Many consulting companies (including ours) focus on strategy a lot, because some firms are so busy operating day to day in the "here and now" that they fail to step back and make sure their strategies are well developed, commonly viewed, and used as a basis for decision making.

Strategies are great, and clearly needed, but the best strategies in the world will not help your firm succeed unless you successfully execute them. There is a lot of buzz these days about execution. Most professionals would define it as "making something happen" but they falter when you ask them how do you get things done. In our view understanding execution requires perspective in three areas:

- Execution is a discipline, and integral to strategy. Execution is a systematic process of rigorously discussing hows, and whats, questioning, tenaciously following through, and ensuring accountability.

- Execution is the major job of the business leader. Many leaders like to think they are exempt from the details of actually running things - they inspire the organization with visions and strategies whilst managers do the grunt work. A great leader is one who is intimately engaged in the business, and knows enough to ask tough incisive questions and demand complete answers.

- Execution must be a core element of a firm's culture. Execution cannot be a program of the month, it must be firmly embedded in the firms reward systems, and in the norms of organizational and individual behaviour.

If execution is so important, why is it so underrated? Synchronous experts believe that no strategy, plan, or initiative is complete unless execution is specifically addressed. Let us help you improve your organizations execution. Send us an information request to Sales@SynchronousLLC.com , or review our complete service portfolio on our web site at www.SynchronousLLC.com