Corporate Culture &

Leadership
(Strategy Execution)

The

8 components of Strategy Execution

A companys culture can -contribute

to/or hinder -successful strategy
execution

A culture that promotes attitudes and

behaviors that are well-suited to good
strategy execution is a valuable ally in the
strategy execution process

A culture where attitudes and behaviors

impede
good strategy execution is a huge obstacle to
be overcome Ally or Obstacle to Strategy

Culture :
Execution ?

A culture that encourages actions and

behaviors supportive of good strategy
execution,

Provides employees with clear guidance

regarding what behaviors and results constitute
good job performance
Creates significant peer pressure among coworkers to conform to culturally acceptable
norms

A tight Culture-Strategy fit

(the benefit #1)

A deeply embedded culture tightly

matched to the strategy

Aids the cause of competent strategy execution

by top management to culturally approved
behaviors, thus
Making it far simpler for management to root
out operating practices that are a misfit

A tight Culture-Strategy fit

(the benefit #2)

A culture embedded with values and

behaviors
that facilitate strategy execution
promotes strong employee
commitment to the companys:
Vision
Performance targets
Strategy

A tight Culture-Strategy fit

(the benefits #3)

 Promotes can-do attitudes

Encourages acceptance of change
Instills strong peer pressure for strategy-

supportive behaviors
Enlists enthusiasm and dedicated effort
to achieve company objectives

A tight Culture-Strategy fit (The

optimal Outcomes)

The Strategy
Maker:
Select a strategy compatible with the
sacred or unchangeable parts of
organizations prevailing corporate
culture
The Strategy

Implementer:
Once
strategy is chosen, change whatever
facets of the corporate culture hinder
effective execution

A tight Culture-Strategy fit (the

responsibility)

Leading the process

Execution)

(Strategy

Whole management team and all

employees.
(It takes all pieces of an organization working
cohesively for a strategy to be well-executed).

Top-level managers must lead the

process and orchestrate major
initiatives, but they must rely on
cooperation of:
a. Middle and lower-level managers to see

things go well in various parts of an

organization, and
b. Employees to perform (Strategy
their roles competently

The Implementer
Execution)

 Top executives must be out front

personally
Leading the process, and
Driving the pace of progress

Entire management team must work

diligently to engage all employees, by

Delegating authority to middle and

lower-level managers to move the

implementation process forward with all
due speed
Empowering all employees to exercise
initiative, get things done in a timely,
efficient, and effective manner
(Strategy

Leading the process

Execution)

 Be out in the field, seeing how well operations

are going
Gather information firsthand and gauge the
progress being made
Be diligent and adept in spotting gridlock, flush
out problems and issues
Learn the obstacles in the path of good
execution and clear the way for progress
Exert constructive, unrelenting pressure on
organizational units to
Demonstrate growing consistency in strategy
execution
Achieve performance targets

Leading the process

roles)

(The key

 Implementing a new strategy

requires adept leadership to:

a. Convincingly communicate reasons

for the new strategy

b. Overcome pockets of doubt
c. Secure commitment of concerned
parties
d. Build consensus and enthusiasm
e. Get all implementation pieces in
place and coordinated

Leading the process

Execution)

(Strategy