Executing Strategy

Co-creating change-enabled organisations

New Strategy Segment 150

Closing the gap between current reality and strategic ambition

Given a volatile business context, the rate and direction of unpredictable change is a challenge for many leaders.  We help make decision-making and other management activity in the organisation more meaningful, informed by evidence, and aligned to what matters – purpose and strategy.  This brings an improvement in visible results and change that everyone can feel good about.

Learning Segment with text 100
New problems segment 100
Culture segment with text100

Executing strategy:

  • “No plan survives first contact with the enemy”
  • The days of long range plans are, therefore, long since gone
  • Instead, strategy is about intent and direction, all driven by purpose
  • Executing strategy involves a series of tactical moves, informed by and aligned with the strategy
  • Strategy execution involves everyone who has decision-making power
  • Such decision-making power needs to be widely distributed
  • Following a philosophy of directed opportunism enables strategy execution that adapts to variations in local and temporal conditions

What we do:

  • We help managers to change strategy definition from ‘plan’ to ‘statement of intent’.
  • We help managers identify gaps between strategic intent and tactics, and build two-way feedback loops between them, to close the gaps.
  • We clarify the roles of all decision-makers involved in strategy execution - which essentially is everybody with decision-power.
  • We help managers build evidence to illuminate the effect of tactical moves, with feedback loops to enable continual learning and change.

Click here to check out a case study:

What you get:

  • An organisation in which purpose and strategic intent inform all tactical decision-making.
  • The engagement of people throughout the organisation with the strategy, and all playing their own part in its execution.
  • A continual alignment of strategy execution to match changing external needs.
  • A highly motivating sense of direction and movement towards agreed goals.

All of the key services provided by MBSL are underpinned by the development of organisational resilience.  It is a key antidote to the challenge of operating in a VUCA world (volatility; uncertainty; complexity; ambiguity).  To read more about the resilient organisation concept, please click here.

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