Strategy = Execution

Why proven methods are preferred in strategy execution

How do you know which approach to choose for a new initiative? There is nothing wrong with common sense, but specialist methods lead much faster to real breakthroughs, innovation and a strengthening of distinctiveness, I write in Strategy = Execution. Using proven methods and expertise simply saves time

Every issue requires the right specialist method. You don’t put a plaster on a broken arm. An issue about operational excellence in the supply chain simply requires a different approach, with different specialist knowledge, than a sales effectiveness issue.

You can purchase expertise from advisors, but that does not absolve you of the obligation to have basic methodologies and specialist knowledge of the most common issues in-house. The Business Model Canvas by Alexander Osterwalder and Yves Peigneur offers a format of a very practical and successful method for innovating business models. But of course there is more expertise that you need to master these days. Think of the Lean Startup Method of Eric Ries and the Change by Design thinking of Tom Brown and others.

– View 16 meaningful timeless models for strategy analysis and determination here.

– View the 10 principles of five common issues here.

Remember that a methodology or tool is a means, not an end. If all goes well, methods and tools contain specialist and proven knowledge and experience. Think carefully about what you choose and why, and even which combinations you choose. Professionals can seriously disagree about the pros and cons of the Lean Startup Method versus Change by Design thinking. The proponents of the Lean Startup Method emphasize that there is no better way of innovating than with guidance based on so-called religious assumptions, ‘the leaps of faith’. This creates a prototype, which is further developed from there through validated learning, with short cycles of iterations on the prototype determined by direct customer feedback. The proponents of design thinking will emphasize that such a clinical system misses real breakthroughs and creative solutions. Imagination, unlike knowledge, is not limited and gives room for progress and evolution, is their contention. Perhaps it is smartest to combine the two methods.

Your own innovative power and originality must be leading. But these should be helped along by an analysis of other innovations. Every organization should know its way around new business and revenue models, in its own sector and beyond. In Strategy = Execution I have included a complete sample of more than fifty examples of important innovations.

You can also fall back on analysis methods and skills in this phase. They help you work quickly and effectively, according to the credo ‘thoroughly where necessary, practical and fast where possible’. Because analyzes for the sake of analyzes are pointless. Sensitivity analysis 13c variant 2 adds nothing compared to number 4 and only leads to paralysis and cramping.

In Figure 1, with an overview of the types of issues, insights and analyzes and methodologies, I have collected examples of common analyses. Avoid false accuracy and analyze the soft side integrally with a hard analysis. You can also use the SECA.NU tool, which highlights the execution ability on the soft side.

 

Strategy = Execution. Improve, renew and innovate faster

How can organizations elevate strategy execution to the #1 priority? And improve, renew and innovate faster? You can read that in Strategy = Execution. This book is based on research that Turner started three years ago into the success factors of strategy execution and innovation. We interviewed 60 administrators and professionals and analyzed more than 75 cases, 300 relevant books and articles.

Strategy = Execution. Improve, Renew and Innovate Faster

How can organizations make strategy execution their number one priority? And improve, renew and innovate faster? This I describe in my book Strategy = Execution. Strategy = execution is based on the research that Turner started years ago into the success factors of strategy execution and innovation. We interviewed 60 directors and professionals and analyzed more than 75 cases, 300 relevant books and articles.

  • More about Jacques Pijl (author) and Turner Consultancy.
  • The most popular interventions based on Strategy = Execution
  • 24 endorsements from organizational leaders
  • American management book of the year 2021, no. 1 in the category of strategic management, in the top 100 bestseller, seventh edition, translated into: English, German, Spanish, Russian and Bahasa.
  • Selection of the most important management books according to CEOs of innovative organizations (FD New Champions). Included in library of classics (mb.nl).
  • Nominated for Management Book of the Year.
  • Countless articles and interviews in FD, Emerce, Frankwatching and CFO.
  • Numerous Ted Talks and in-company workshops at the top 25-50 organizations, average rating 8.7.
  • More about Jacques Pijl (author) and Turner Consultancy
  • The most popular interventions based on Strategy = Execution
  • 24 endorsements from organizational leaders
  • American management book of the year 2021, no. 1 in the category of strategic management, in the top 100 bestseller, seventh edition, translated into: English, German, Spanish, Russian and Indonesian.
  • Selection of the most important management books according to CEOs of innovative organizations (FD New Champions). Included in library of classics (mb.nl).
  • Nominated for Management Book of the Year.
  • Countless articles and interviews in FD, Emerce, Frankwatching and CFO.
  • Numerous Ted Talks and in-company workshops at the top 25-50 organizations, average rating 8.7.

Assignments

Onsverhaal
Alexander Bruinsma

BS&F

The Municipal Insurance is of exceptional societal relevance: this insurance prevents healthcare avoidance among vulnerable residents and thus contributes to preventing additional societal costs. BS&F enlisted Turner to further digitize the application process. The key to Turner’s successful strategy execution: not trying to reinvent the wheel but leveraging available smart IT solutions.

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Onsverhaal
Alexander Bruinsma

Christian Education Group (COG)

The Christian Education Group (COG) is undergoing a challenging educational transformation. The aim is to provide tools for flexibilizing vocational education, enabling students to choose “their own path and destination.” This aligns with the government’s directive for increased flexibility in education.

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Onsverhaal
Alexander Bruinsma

NWB

The Dutch Water Authority Bank (NWB Bank) approached Turner with a specific request: help us become better at change so that we can handle it ourselves in the future. Onno Zwaagstra, along with Martijn Suiker, Turner’s Financial Services Advisor, drafted the plan. They assisted client Bas van Eenige of NWB Bank in its implementation. Now, a year later, there is a department managing the bank’s change portfolio that everyone at NWB Bank is enthusiastic about. The breakthrough in execution came with the choice of a simple and clearly formulated plan: ‘Setting policies without people understanding the necessity is not sustainable.’

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Onsverhaal
Alexander Bruinsma

Liander

In the coming years, Liander will face at least a doubling of energy demand and all aspects related to the energy transition. However, the aftercare of projects ‘outside’ on the streets, was not optimally organized. Gert-Jan van ‘t Klooster, regional manager Amsterdam at the Large Consumption Reconstructions and Networks (GVRN) department, was tasked with streamlining aftercare and enlisted Turner for the execution of the plans.

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More Strategy = Execution

Strategy = Execution
Cor Barelds

Universal principles for effective strategy execution

Strategy execution is a business process like any other in a professional organization and therefore needs a model. Extensive research at Turner Consultancy allowed us to distill four accelerators and sixteen building blocks that together make up a model for successful Strategy Execution.

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Blog
Rick Munneke

Nothing as practical as a good model

Iedereen vindt het normaal zaken als verkoop, logistiek, service en administratie als processen te beschouwen. Alleen bij strategie-executie lijkt het soms alsof mensen verwachten dat de beoogde resultaten en verandering als gebraden hanen uit de lucht komen vallen. Maar strategie-executie is ook ‘gewoon’ een proces.

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Blog
Cor Barelds

Seven Benefits of Hybrid Work and Its Execution

The new hybrid work model necessitates conscious efforts to retain its benefits and avoid reverting to pre-pandemic practices. Therefore, consciously choose a new balance. And remember: work is an activity, not a place. Seven advantages of hybrid working that you want to maintain post-pandemic. Plus, the ‘3 x 33% principle’, or: what TO DO and what NOT TO DO.

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Strategy = Execution
Cor Barelds

Cross-functional alignment. Break the columns. Every day again

Striving for alignment within the chain of command of the line organization is easy. Alignment is more than making sure the chain of command is well-oiled and that people who work at the same level in the vertical chain meet their KPI targets. The challenge is to align horizontally, outside of the chain of command.

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Blog
Cor Barelds

A leader’s main task: reduce complexity and cut the work in absorbable pieces. Period

It’s nothing short of our social responsibility to get better at strategy execution,” one CEO told me when I was researching my book Strategy = Execution. That’s strong language, I know, but it does bring home the urgency of this problem. Increasing the speed with which they improve, renew and innovate is the No. 1 challenge organizations face. Why is that? I’ll give you three reasons:

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Blog
Cor Barelds

Why strategy execution is the No.1 management issue of our day

It’s nothing short of our social responsibility to get better at strategy execution,” one CEO told me when I was researching my book Strategy = Execution. That’s strong language, I know, but it does bring home the urgency of this problem. Increasing the speed with which they improve, renew and innovate is the No. 1 challenge organizations face. Why is that? I’ll give you three reasons:

Read More »
Blog
Cor Barelds

Purge, select, balance

Being selective is a precondition for maximizing your chances of success in strategy execution. This blog post will show you how. This is the step you take in Building Block 2 of the Strategy Execution Model.

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The big why
Blog
Cor Barelds

Why it’s not enough to ask why

In strategy-setting we invariably have to address the Big Why. In Building Block 1 of the process I discuss in Strategy = Execution, I dissect how organizations go about formulating their ambitions and plotting their strategic course.

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Healthcare
mkan

MT1000

Turner has been ranked No. 1 for three consecutive times in the MT1000, an annual survey of corporate services clients. We rank first in the strategy consulting category and have the highest client satisfaction rating of any consulting firm. In addition, we receive high ratings for client focus, execution and product. What is the story behind this fine achievement?

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Jacques in kleur
Strategy = Execution
mkan

Strategy = Execution wins an ‘Oscar’ for management books

Strategy = Execution, the international edition of Jacques Pijl’s bestselling management classic, has been awarded with a no. 1 position by Axiom, a prestigious and leading American Business Book jury and platform. Consultancy.eu writes about this ‘Oscar’ for management books. ​

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Organizations that excel in strategy execution:

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