Almost all organisations today face unprecedented levels of change, complexity and volatility. Navigating the resultant disruption dynamics is one of the most important stewardship challenges facing strategic leaders. Getting it right can pay enormous dividends, but getting it wrong can lead to spectacular failure and the ultimate demise of once admired organisations. To address this threat, strategic leaders need to better understand how to navigate complexity and volatility and how to execute strategy in this rapidly changing environment.
This book identifies 12 different strategy execution processes used to realise deliberate and emergent strategies – each illustrated with case studies and essential lessons for strategic leaders. The authors then discuss the effectiveness of these processes in different types of complex environments, showing how, used in isolation, each process can, at times, impede performance, sometimes creating survival risks that materialise today or in the future. The authors show the importance of "ambidexterity" and the need for organisations to balance the pursuit of internal efficiency and external market flexibility, both of which are essential to thriving in complex environments. This book provides essential tools for leaders to rethink and reconfigure their strategy execution practices in light of the significant change surrounding their organisations. The book is based on a 5-year, multistage study comprehensively reviewing cutting-edge research on strategy execution, reviewing seminal texts on strategy execution and, through in-depth case study interviews and cross-sectional surveys, identifying contemporary strategy execution practices of a range of different organisations across industries and sectors.
Table of Contents
List of Figures
Part 1: Types of Complexity and their Effects on Strategy
1 Introduction and Need for This Book
2 Types of Complexity and Their Effect on Strategy Processes
Part 2: Types of Strategy Execution Processes
3 The 7 Factor Process
4 The Execution Premium Process
5 The Hoshin Planning or Lean Strategy Deployment Process
6 The Change Acceleration Process
7 The Resource Allocation Process
8 The Simple Rules Process
9 The Learning on the Run or Strategic Learning Process
10 The Talent Scouting Process
11 The Outcomes and Incentives Communication Process
12 The Performance Monitoring and Coaching Process
13 The Project Management Process
14 Lean Startup and Agile Innovation Processes
Part 3: Thriving in Complex Environments
15 Thriving in Complex Environments: The Role of Alert Strategic Leaders
Richard Busulwa (PhD, MBA, M.Innov) is a strategy execution researcher and senior partner at Novus People, a sales and service team management advisory firm. His research focuses on strategy execution, innovation and entrepreneurship in complex environments. Richard is a member of the Strategic Management Society and the Strategy as Practice International Network.
Matthew Tice (MBA, BSc) is the chief executive officer of Insurgence, a management consulting firm dedicated to helping organisations to navigate (and lead) through disruptive change. He is a leading advisor to CEOs across the Asia-Pacific in the areas of strategy design and execution, leadership, innovation and governance. Matthew is a member of the CEO Institute (Certified) and a member of the Australian Institute of Company Directors.
Bruce Gurd (PhD, FCPA) is associate professor of management at the University of South Australia, deputy director of the Australian Centre for Asian Business and adjunct professor of Shandong University. His research is in organisational performance measures. He is a Life Fellow and recent president of the Australia and New Zealand Academy of Management (ANZAM). Bruce is also a member of the Strategic Management Society.