Brilliant strategies that fail because they are poorly executed. Others, not so original, that are successful because they are implemented with excellence and speed.
\nLaws essential to society, very well conceived, but which reach the execution stage completely emptied by hundreds of amendments motivated by all kinds of interests. Others, which follow the opposite path, reach the end greatly improved.<\/p>\n
Sophisticatedly detailed plans, with great investment of energy from the organization's main executives and technicians, but which fail because their execution is \u201cdelegated\u201d to unprepared and poorly tuned teams. On the other hand, we see leaders-entrepreneurs who generate \u201cdrafts\u201d of plans made on napkins during lunch and, in the afternoon, begin to implement them with exceptional attention to subtleties and great speed.<\/p>\n
Suppose the president of a complex and large organization had the resources and autonomy to set up his "dream team". What would be the ideal composition of this team? How many presidents would include a significant percentage of \u201cdoers\u201d? How many would think to ensure that everyone on the team was \u201cblack belt\u201d in the art of execution?<\/p>\n
How is your organization doing in the art of execution? Reflect on the questions below... Oscar Motomura<\/em><\/strong> is general director and founder of Amana-key<\/p>","protected":false},"excerpt":{"rendered":" Estrat\u00e9gias brilhantes que falham porque s\u00e3o mal executadas. Outras, nem t\u00e3o originais, que t\u00eam sucesso porque s\u00e3o implantadas com excel\u00eancia e velocidade. Leis essenciais \u00e0 sociedade, muito bem concebidas, mas que chegam \u00e0 fase de execu\u00e7\u00e3o completamente esvaziadas por centenas de emendas motivadas por todo tipo de interesse. Outras, que seguem o caminho inverso, chegam […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[47],"tags":[],"class_list":["post-782","post","type-post","status-publish","format-standard","hentry","category-47"],"acf":[],"yoast_head":"\n
\n<\/strong>
\nIs the current culture one of well-crafted plans and presentations, but poor execution?
\nDoes the organization place more value on those who plan or who execute with excellence?
\nIs there a lot of participation, dialogue and ideas, but few decisions and actions?
\nDo appraisal and recognition systems place more value on those who generate ideas? Or do they value energy and enthusiasm in making it happen?
\nIs talent preparation focused on the conceptual? Or does it contemplate the competence in execution?
\nDo only good \u201cidea sellers\u201d reach leadership? Or, predominantly, the good ones at implantation?
\nDo leaders decide and order things to be done, without worrying about the excellence of the \u201cmeans and modes\u201d of execution? Or are they seeking to ensure the best conditions for an excellent implementation?
\nCompany dominated by maintainers and administrators of what exists? Or by heavyweight entrepreneurs?
\nCompany delegating all types of execution to outsourced companies? Or ensuring a critical mass of exceptional in-house deployers?
\nDecisions taken with great difficulty, and often questioned, altered and even abandoned during execution? Or would this be a serious fault in the current culture?
\nProjects attacked during execution that do not survive and are discontinued? Or is there adequate protection for ongoing projects?
\nCompany in the chronic situation of starting many projects and not finishing? Or is there a process that \u201cvaccinates\u201d her against it?
\nWhat's up? What is your idea of a \u201cdream team\u201d after these reflections? And your idea of the ideal diversity of your dream team?<\/p>\n