Monthly Archives: October 2010

The KeyneLink Process – Foundation: Vision

In the KeyneLink Process, “Foundation” encompasses the organization’s vision, mission, core values and initiatives. Vision is the description of what the organization will become and what it looks like at a specific point in the future. A vision should be … Continue reading

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The KeyneLink Process – Articulate

Nothing is so simple that it can’t be misunderstood. Webster’s New World College Dictionary defines the word “articulate” as expressing oneself easily and clearly. It’s important that leaders articulate the company’s key initiatives (yearly objectives) in a way that employees … Continue reading

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The KeyneLink Process – Clarity

The American Management Association (AMA) commissioned the Human Resource Institute (HRI) to conduct a literature review and a global survey focusing on the execution of strategy. The study wanted to find out what drives execution. They found that out of … Continue reading

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The KeyneLink Process – Overview

KeyneLink’s strategy execution management system integrates an organization’s vision and core values with the daily activities of its people. This repeatable methodology is designed to bridge the gap between planning and implementation. KeyneLink is part process, part software and part … Continue reading

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A System to Manage Execution – Part 2

So what makes a strategy execution management (SEM) system different from a performance management system? Well, performance management systems are really performance appraisal systems. They’re owned and driven by human resources. Their goal is to make the performance appraisal process … Continue reading

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A System to Manage Execution – Part 1

I’ve been an entrepreneur and business owner for my career. In my role as a CEO I believed my main responsibility was to clarify and achieve the organizational initiatives.  And because execution happens at an individual level I also believed … Continue reading

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(CSO) Chief Strategy Officer

With all the changes that have occurred in the business landscape over the past decade, it’s become ever more difficult for CEOs and COOs to devote time and energy to executing strategy within their company’s. As a result, CEOs are … Continue reading

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Who’s Driving Execution in Your Company?

Even the most compelling strategic plan is useless if it isn’t implemented. But in many companies no one is driving execution. The CEO/President is ultimately responsible for the vision and strategy of the company but is often so overloaded it’s … Continue reading

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The Strexecution Point – Part 2

When executives were asked to name their number one barrier to effective strategy execution, the top two answers were company culture and past habits. Maybe it’s just how we’re wired as humans. Think about it: we set New Year’s resolutions, … Continue reading

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The Strexecution Point – Part 1

Once a year in conference rooms everywhere senior management gets together to conduct the annual strategic planning process. They collect financial and operational data, discuss trends, make forecasts, create budgets and prepare lengthy presentations about the future direction of the … Continue reading

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