New Strategies Need New Execution Fabrics
Jonathan Narducci, Member
Why is the organization designing a strategy? Generally, to create change and a unique, hard to duplicate position in the marketplace - no matter where in the company the strategy originates (e.g. a strategy to change the way goods are shipped creates change and a unique position for shipping, possibly affecting other org. parts).
Should the strategy execution be designed based on the execution fabric that exists, or should it be designed to co-create a "new" fabric?
Bottom line: new strategies need new execution fabrics
The organization has to take stock - evaluate - of where it is today with regard to the execution fabric's threads and where it needs to be. How much time is spent by strategy designers - leadership and implementers – doing this evaluation in the context of strategy?
Evaluations enhance communication. Also, their results are an execution fabric that’s a competitive advantage because, as Porter said (paraphrased), strategies should be rooted in a unique "system of activities".