Building an Organization
These are the three key aspects of building an organization capable of good strategy execution
staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort.
This practice entails identifying companies that are the best performers of an activity and then adapting their practices to fit the company's own specific circumstances and operating requirements.
benchmarking/best practices
The meshing of shared values, beliefs, business principles, and traditions that imbues a firm’s operating style, behavioral norms, ingrained attitudes, and work atmosphere.
Corporate culture
These are the 3 approaches to building and/or strengthening capabilities.
Develop internally, acquire through M&A, access through partnerships
This management practice entails creating a total quality culture that strives for continuously improving the performance of every value chain activity and is driven by a philosophy of managing a set of business practices: 100 percent accuracy in performing tasks (zero defects), involvement and empowerment of employees at all levels, team-based work design, benchmarking, and total customer satisfaction.
Total quality management (TQM)
A term used to describe a culture characterized by a lack of values and principles that are consistently preached or widely shared.
Weak-culture
This comprises the formal and informal arrangement of tasks, responsibilities, lines of authority, and reporting relationships for the firm.
Organizational Structure
This practice involves radically redesigning and streamlining work effort, flows and processes to achieve dramatic improvements in performance.
Business process reengineering
A type of culture generally associated with good strategy execution that is tied to a commitment to achieving stretch objectives and being accountable for their performance.
High-performance culture
These are often considered the two best indicators of strategy execution.
(1) meeting or beating its performance targets and (2) performing value chain activities in a way that is efficient/effective
This management practice utilizes statistical methods to improve quality by reducing defects and variability in business processes.
Six Sigma
A type of culture generally associated with good strategy execution that is tied to a clear willingness on to accept change and take on the challenge of introducing and executing new strategies
Adaptive culture
The process of developing the ability to do something, however imperfectly or inefficiently, and molding these efforts into an organizational ability, and as experience grows and personnel perform the activity consistently well and at an acceptable cost, it is transformed into a tried-and-true competence and as they continue to polish and refine their know-how into further improvements, they then create a real competitive capability.
Capability Building
These help to channel individual and group efforts along a strategy-supportive path.
Policies and procedures
A type of culture generally associated with poor strategy execution that is tied to an overzealous pursuit of wealth and status on the part of key executives.
Greed-driven culture