The S-curve: making strategy execution effective

The S-curve: making strategy execution effective

Why is strategy execution experienced as particularly challenging, and why do seven out of ten strategies fail during implementation? One answer lies in the fact that execution always runs alongside operational business; some even call it “on top”. Because this task is often perceived as an additional burden, the extra load can eventually become overload. But let us take it step by step…

My many years of leadership experience in aviation and strategy consulting projects across industries show that the key to successful execution depends on each company’s specific circumstances. At the same time, a few success factors apply across companies and industries. I call them the “seven success factors for making it work”.

These include a deep conviction that execution never proceeds in a straight line from A to B. It frequently loops back and sometimes reveals that the straight route ends in a dead end. I therefore use the S-curve as a symbol of success: S for strategy, curve because the route is not straight. Those who master the strategic S-curve…

1. Build a stable strategic architecture, both in substance and structure.
2. Involve the people who must later implement the strategy in defining and developing it.
3. Clearly separate strategy from operations during execution.
4. Provide freedom and let people get on with it: less is more, with focus and an emphasis on results.
5. Establish a drumbeat culture and deliver results in short cycles.
6. Master storytelling to share accounts of success and failure.
7. Demonstrate leadership: unity and determination so that strategic ambitions become reality step by step.

Curious? You will find further answers, tips and insights in the GCP playbook “Execution Wins – Making Strategy Execution Effective”.

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