Steer
the execution of the strategy.

 

To quickly adapt to changes, manage uncertainty, ensure results, and prepare for the future.

Speed & Agility in the execution of the strategy

A unique concept in the world dedicated to the CEO and their executive team.

“Difficult to see, always in motion is the future”

Master Yoda

 

The steering of strategy execution: definition 

Many leaders still define strategy execution as a chain. Formalization comes first, followed by Alignment, Breakdown, and Execution. However, in today’s dynamic world, it’s crucial to include a phase that most organizations are still unfamiliar with:

THE STEERING OF STRATEGY EXECUTION

To understand why executing the strategy is a real puzzle for the CEO, they must realize that in an agile and fast-paced world, monthly meetings with the Executive Committee, numerous action plans, and piles of various indicators are no longer sufficient. In reality, the strategy’s implementation remains a mirage! The CEO can only observe either, at best, a slow execution of his strategy or, at worst, a status quo! What are the execution errors? What are the new execution methodologies for the strategy? How can we understand them? How can we convince the entire leadership team to adopt these innovations? And how can we guarantee that the CEO quickly achieves the promised results?

 

The strategy’s execution will be accelerated by the four pillars.

STEERING THE EXECUTION OF THE STRATEGY

STEERING THE EXECUTION OF THE STRATEGY

We must prepare ourselves to promptly adjust our strategy to the ground realities.

To learn more.

HAVING A DYNAMIC STRATEGY

HAVING A DYNAMIC STRATEGY

The strategy must become dynamic and adapt to changes in the environment.

To learn more.

MAKE YOUR STRATEGY ANTICIPATORY

MAKE YOUR STRATEGY ANTICIPATORY

To achieve speed and agility, the strategy must become anticipatory.

To learn more.

STRENGTHEN THE WILL-TO-GO OF THE LEADERSHIP TEAM

STRENGTHEN THE WILL-TO-GO OF THE LEADERSHIP TEAM

We are reinventing the way ExCom works to quickly adapt the strategy to changes in the environment.

To learn more.

STEERING THE EXECUTION OF THE STRATEGY

We must prepare ourselves to promptly adjust our strategy to the ground realities.

The balance between the RUN of your activity (the short-term objectives for the year) and the BUILD (the strategy that encompasses everything you want to do differently to achieve better results in the next 3 to 5 years) must be regularly addressed by the management team.

Driving strategy execution entails maintaining this balance to ensure both the present and the future.

HAVING A DYNAMIC STRATEGY

The strategy must become dynamic and adapt to changes in the environment.

Regardless of the size and type of company, we must increasingly accept uncertainty, as our environments will continue to change in the coming months or years.

The strategy must adapt and evolve continuously based on the obstacles encountered, the results obtained, and/or the changes in our environment.

MAKE YOUR STRATEGY ANTICIPATORY

To achieve speed and agility, the strategy must become anticipatory.


It’s not about having a crystal ball to predict the future, but rather about establishing a process of active listening to the weak signals that inform you about changes in market expectations, customer demands, and competitor movements. 

STRENGTHEN THE WILL-TO-GO OF THE LEADERSHIP TEAM

We are reinventing the way ExCom operates to swiftly adjust the strategy to environmental changes.


Implementing the dynamics of the executive team means developing the WILL-TO-GO of the executive team.

Despite the high potential of your leadership team, their inability to collaborate effectively hinders their progress. Cross-functional issues complicate ego relationships, and negative behaviors cloud the focus on achieving objectives, which affects the overall performance of the company.

We need to establish a culture of collaborative excellence.

STEERING THE EXECUTION OF THE STRATEGY

We must prepare ourselves to promptly adjust our strategy to the ground realities.

The balance between the RUN of your activity (the short-term objectives for the year) and the BUILD (the strategy that encompasses everything you want to do differently to achieve better results in the next 3 to 5 years) must be regularly addressed by the management team.

Driving strategy execution entails maintaining this balance to ensure both the present and the future.

HAVING A DYNAMIC STRATEGY

The strategy must become dynamic and adapt to changes in the environment.

Regardless of the size and type of company, we must increasingly accept uncertainty, as our environments will continue to change in the coming months or years.

The strategy must adapt and evolve continuously based on the obstacles encountered, the results obtained, and/or the changes in our environment.

MAKE YOUR STRATEGY ANTICIPATORY

To achieve speed and agility, the strategy must become anticipatory.


It’s not about having a crystal ball to predict the future, but rather about establishing a process of active listening to the weak signals that inform you about changes in market expectations, customer demands, and competitor movements. 

STRENGTHEN THE WILL-TO-GO OF THE LEADERSHIP TEAM

We are reinventing the way ExCom operates to swiftly adjust the strategy to environmental changes.


Implementing the dynamics of the executive team means developing the WILL-TO-GO of the executive team.

Despite the high potential of your leadership team, their inability to collaborate effectively hinders their progress. Cross-functional issues complicate ego relationships, and negative behaviors cloud the focus on achieving objectives, which affects the overall performance of the company.

We need to establish a culture of collaborative excellence.

The necessary tool to anticipate dysfunctions, facilitate the dynamics of the management team, and allow you to adapt and evolve your strategy according to the realities on the ground exists; it is called THE STEERVISION CENTER™. 

The Book

The Discipline of Executing the Strategy

Are you a leader looking to improve the speed and agility of your strategy execution and deliver the expected results? Do you also look to enhance the performance of your management and executive committee members?

In summary, you want to better manage the execution of the strategy to make it dynamic and proactive, as well as establish a methodology of collective intelligence within the management team to accelerate decision-making.

Discover the complete concept that top executives use to address increasingly complex execution challenges in this book. This concept has the advantage of linking a strategic control center to a management system, and it meets the needs of CEOs to lead differently in today's world.

Download our white paper and/or our survey report.

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