Our definition of execution is the activity of getting things done. Our definition of execution management in an organization is how one manages the multiplicity of what needs to get done. This includes both executing strategy and executing the day-to-day things that comprise the activity of the organization itself – the ordinary conducting of its business. An execution management system is a set of detailed methods, procedures and routines created to carry out and enhance the organization’s ability to execute.
After many years of conversations with and consulting to senior executives and upper level managers on execution management systems, we have concluded that there is extraordinary resistance in organizations to addressing and getting better at execution. As logical and beneficial that adopting such a system seems to be, not everybody embraces it and many out-and-out fiercely resist.
When discussing how an execution management system can help them, some senior executives say things like; “We already do something close enough to that,” “We’re pretty good at execution,” “We’re too busy,” “The time’s not right,” “I can’t ask my people to do one more thing,” “We tried something like that and it didn’t work,” “We’re not disciplined enough to do that,” or “It’ll never fly here.” And for those who do get it and have brought an execution management system into their organization, they often run into some significant hurdles to implementing it along the way. A hurdle, of course, is something you have to jump over in order to reach the finish line, or, according to the dictionary, it is a problem you must solve or deal with before you can make progress.
The following blogs will discuss the seven hurdles you need to be aware of in order to be successful in implementing execution management. This education comes from an article co-written by Miles Kierson and Gary Tomlinson
The Age of Execution is Upon Us!