OREANDA-NEWS. September 22, 2015. “Businesses today face the twin challenges of increasingly commoditized business strategies and compressed cycle times to define and successfully implement action,” writes Jon Hughes. “As a result, effective strategic execution is progressively emerging as a critical differentiator and a source of competitive advantage.” Excerpts:

“Effective strategic execution demands strong program execution capability, which is in turn dependent upon project execution success. The most successful businesses over the next decade will be those that can execute strategy better than their competitors by maintaining alignment with strategic priorities and understanding what level of execution is possible within the constraints of their unique ecosystem.

To address the strategic execution challenge, many organizations are adopting a Strategic Execution Framework (SEF) model—developed jointly by IPS and the Stanford Center for Professional Development—that provides a holistic view of the complex inter-relationships of six key capabilities (known collectively as INVEST). When these capa­bilities align and work well together, they function as one to deliver strategy effectively and create competitive advantage.

While SEF is not a panacea for all complex issues, it does provide a great starting point for a holistic view of key obstacles that hinder effective strategic execution. The SEF defines six core INVEST capabilities and emphasizes the critical linkages and connections within a business that collectively both define and constrain an organization. With the emphasis on maximizing alignment across all the different elements of the SEF, an organization can understand where disconnects or disparities exist, when embarking on a transformational journey.

Businesses that see strategic execution capability as a corporate asset are already starting to distance themselves from competitors. Today, these organizations are successfully delivering multi-billion dollar benefits through highly complex initiatives, such as post-merger integration or transformation — sometimes simultaneously. In the next decade, we expect to see these organizations will increase their competitive advantage as their strategic execution capability continues to mature.”