Keynotes & Seminars

Excellence in Execution Simulation Workshop


Do you struggle with executing your strategy? Are you striving to understand the tools you need to successfully implement your company strategy? Do you want to learn more about your personal capability gaps? Then you need to attend the Excellence in Execution Simulation Workshop.

This unique two-day experience fosters understanding of how effective strategy execution translates into a successful organization. It uses workshop learning and a computer-based team execution simulation to empower immediate discovery learning and application.

Execellence in Execution Simulation Workshop 2017

Strategy execution is in its infancy and is becoming more important in business as organizational and strategy life cycles are becoming shorter.

  1. In the 1950s, the average company would operate for 61 years; today, it’s 18 years.
  2. Fifty-two percent of the Fortune 500 companies established since 2000 are gone.
  3. Just 20 years ago, it was not unusual to have a strategy for 10 years. Today, the average strategy lasts three to five years.

These shortened life cycles mean that when a company plans a new strategy the pressure is on to deliver on its promises to stakeholders by doing it right the first time and faster than ever before.

The challenge we face is that more executions fail than succeed. This happens for various reasons; for example, leaders habitually underestimate the execution challenge and then are left on their own to work out what to do.

A leader today needs both the ability to craft the right strategy and the skill to execute it. But leaders have been taught how to plan, not how to execute, and they have very few frameworks and tools to employ to support execution.

This results in more emphasis being placed on identifying a good strategy than its execution. However, a good strategy is one that is executed with excellence. After all, your customers notice your execution—not your strategy.

If too much emphasis is placed on strategy compared with execution by leadership, then it leads to lower levels of performance because leadership becomes occupied with crafting it rather than executing it.

High performance comes from striking the right balance between crafting strategy and executing it.

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