Tag Archives: Keyne Insight

Seven Hurdles to Successful Execution Management – Hurdle #7

Hurdle #7: Lack of courage and commitment on the part of the senior executive. Execution management systems are not for the faint of heart. They require a senior leader that understands that he or she is the one person who … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #6

Hurdle #6: The language of execution must change. Almost all of the words associated with execution have negative connotations in our culture, beginning with the word execution itself, which, of course, has another meaning: “chopping off heads.” We’ve already addressed … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #5

Hurdle #5: The organizational drift is built on avoiding discomfort. If you shy away from using the word culture, as in “corporate culture”, and look for what is actually happening in organizations without the bias that goes with that word, … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #4

Hurdle #4: Above all, most people really just want to be comfortable. Much of the resistance to change seems to come from simply not wanting to be bothered by needing to adjust to something new. This resistance is usually reactionary … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #3

Hurdle #3: People don’t keep their promises. If you’re thinking right now “I keep my promises,” you’re in the majority who think that.  However, try this challenge: spend the next week being observant of all the promises you make, big … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #2

Hurdle #2: People who have never been held accountable are terrified of the idea of being held accountable. This means almost everybody. Most people have been given accountability for activities or to oversee activities and that’s different than accountability for … Continue reading

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Seven Hurdles to Successful Execution Management – Hurdle #1

Hurdle #1:  Every organization believes they have an execution management system. That’s right; every organization believes they have one. The problem is this: it’s not really a system. It’s a bunch of, at best, loosely related individual vehicles for accomplishing … Continue reading

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The KeyneLink Process – Afterword

The main purpose of the KeyneLink Process is to establish execution management as an organizational competency. The installation and training of competencies within an organization has long been seen as the single most valuable approach for an organization to achieve … Continue reading

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The KeyneLink Process – Progress Meetings

Strategy execution management, at its core, is clarification of expectations and communication. Regular, ongoing communication is the key to any successful execution management system. Without frequent communication, any execution management system will certainly fail to meet the expectations of the … Continue reading

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The KeyneLink Process – Goals

In the KeyneLink Process, all goals link back to the organizational initiatives. This is where you start getting a clear line of sight from vision to strategic plan to initiatives to all the goals within the organization. Goals should be … Continue reading

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