Strategy Execution

Does your organization have a strategic plan? Is your plan fully integrated into the business processes of your organization and its operations, and fully known by your employees?

Unfortunately, it’s a widely known fact that organizations go through a cyclical and extensive efforts to create strategic plans, but then ends up in the form of untouched and un-used documents, failing to materialize as a part of the organization or its people. Research indicates that 90% of organizations fail to effectively execute their strategic plans.

A volunteer research team called the Business Research and Analysis Group (BRAG) that, over the past 15 years, has done world-wide studies on a number of current business practices, including the adoption and use of performance scorecards, and issues in costing and profitability. Their on-line survey shows that in 2012, though a higher percentage from previous study that stood at 10% successful implementation, still stands only at 40% success rate.

 

There are many reasons for this, but, but the primary reason is that the proper implementation requires allocated resources, and a distinct methodology and process to ensure that its implementation is successful, and that the objectives and goals derived from the strategy are achieved.

Given the importance of strategy and its execution, companies today are increasingly concerned and are looking for ways to effectively execute their strategies.

The first major reason is that the management reports are not sensitive enough to monitor the implementation strategies, thus the strategic manager not fully aware of what is happening. Hence the performance of existing structure is not monitored properly, and as a result control mechanisms may be ineffective.

Second, implementing strategy involves change, which in turn involves uncertainty and risk. Therefore, motivating managers to make changes is a key determinant.

Finally, management systems (such as compensation schemes, management development, communications systems and so on) are often in place because of past strategies; they are rarely tuned or revised to meet the needs of new ones.

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Why SAF International

    Performance Based Services Delivery
   Refined and tested Strategy management process and methodology
   Experienced in the industry
   Highly sought-after consultants in the industry
   Ability to consult cross industry approaches for distinction ideas
   Can be implemented with Project management services to ensure all projects delivered based on pre-defined KPIs

Break away from the crowd

–   We at SAF International manage the execution of strategies using our proven, formalized processes and methodology, that has helped corporations globally to implement their strategies, and realizing the associated objectives and goals in a timely fashion.

–   SAF’s managing the execution includes, pre-defined Key Performance Indices (KPIs) for every manager and every goal and objectives that are part of the strategy implementation, that ensures clear accountability and tracability.

–   A clear, pre-defined, and periodic communications that ensures that right people are well informed and that the communication is moving through organizations accurately and quickly.

Challenges

No defined and proved implementation process and methodology

No clear accountability

No clearly defined KPIs

No governance and formal reporting and tracking

No clear alignment with the management team

No defined Communication plans

No ongoing employee input mechanism to collect information on obstacles and opportunities

Inefficiencies costing companies their standing in their industry and the bottomline

Solutions

Create strategies that gives you the distinction

Create strategy that gives you an edge in market place

Create strategy that is easily and methodically executed

Create strategy that not only see long term goals and objectives, but also day to day, week to week, month to month view or prioritized tasks that keep you focused

Results

Success achievement of all Objectives and goals

Multiplied rate of cash flow (double in some cases)

Multiplied industry average of profitability (Tripled in some cases)

Increased valuation of the firm relative to competitors