Few small businesses can match their strategy to their organizational structure. Your structures, processes, technologies, values, culture, leadership, employee skills, and aspirations must be designed solely to support a specific strategy. When it comes to execution, make sure that every asset in the organization is set up to support this strategy and that there is no confusion about what each part of the organization does to bring it to life.
But be aware, you must abandon the notion that strategy is a rigid process. This should be a fluid process that adapts to your needs and the design of your business. This ensures that all aspects of your business run smoothly with your business assets serving your strategy.
Make a clear strategy
A strategy will make you stand out from your competitors, knowing your strengths and weaknesses will make your strategy well structured and be able to move forward. In order to achieve the organizational capabilities you need to outperform your competitors, your distinguishing features must be pure inspiration. Every strategy will involve specific competitive capabilities that will clearly enable your success. You must be better than your competitors at developing these capabilities.
Let’s talk about everyday work
It is not true that all tasks are the same, and true competitive work will produce a higher profit per dollar spent. Additionally, necessary work that is not your primary source of income should also be resourced strategically. Problems arise when the urgency of the work required diverts attention away from competitive work. This becomes especially difficult when the interpretation of “daily work” and “competitive work” shift. In order to ensure efficient operation, you must restructure your processes when a non-essential task becomes necessary.
Assigning suitable leaders
Defining who should be the leader should not be too complicated or unclear to be effective. For a strategy to succeed, those closest to the information are the best equipped to make decisions. Strategic decisions made at the top can be sound but impossible to implement when they are made far from those who must carry them out.
To execute your organization’s strategy successfully, you must align the design of your organization with its strategy. Instead of focusing solely on goal and metric alignment, expand your perspective to include all aspects of your organization. Creating synergy in your business to achieve the desired success.
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