{"id":5742,"date":"2020-10-02T09:59:24","date_gmt":"2020-10-02T08:59:24","guid":{"rendered":"http:\/\/www.turner.nl\/?p=5742"},"modified":"2026-09-21T15:44:02","modified_gmt":"2026-09-21T13:44:02","slug":"strategy-equals-execution-truer-than-ever-in-times-of-hyper-crisis","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/strategy-execution\/strategy-equals-execution-truer-than-ever-in-times-of-hyper-crisis\/","title":{"rendered":"Strategy Equals Execution: Truer Than Ever in Times of Hyper Crisis"},"content":{"rendered":"\t\t
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Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Strategy Execution\u2014more than ever in hyper-crisis situations<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Turner's Jacques Pijl doet in dit blog aanbevelingen voor strategie-executie in deze uitzonderlijke crisissituatie. <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Strategy Execution, spurred by the COVID-19 crisis, is currently hyper-Strategy Execution. In the literal sense of the word. Organizations, large and small, must take a level-headed and timely approach to doing the right things to ensure business continuity, whatever it takes[i]. <\/p>

I am deeply impressed by the speed, energy, and creativity with which this is happening\u2014regardless of all the tough and even draconian measures we are seeing and will continue to see, as is understandable. We all hope that this misery will soon be behind us, but that the spirit of innovation will remain. For now, however, it is an extreme crisis\u2014one \u201cout of the ordinary\u201d\u2014for many sectors. <\/span><\/p>

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Anyone writing anything during the coronavirus crisis should ask themselves, with a clear head, what their text adds to the sea of opinions and facts. I\u2019ve been receiving questions and comments from various quarters about Strategy Execution. Now, more than ever, the following holds true: Strategy = Execution. That\u2019s why I\u2019m sharing ten principles and a number of examples\u2014best practices of hyper-execution\u2014that have been applied swiftly and skillfully in recent weeks (a week feels like a month in these bizarre times). By you, your people, and your organizations. In the (semi-)public and private sectors. The harvest has been categorized according to the applicable elements of Strategy Execution. <\/span><\/p>

[i]<\/strong>See FD: Draghi saved the euro; Lagarde is now putting it at risk again, fd.nl\/opinie\/1337976\/draghi-redde-de-euro-lagarde-zet-die-nu-weer-op-het-spel<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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1. The timeless number one priority in any crisis, including this one: manage cash and cut costs.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u201cFlatten the curve, not your business,\u201d I read. The backbone of any successful crisis management strategy is securing business continuity through cash management and timely cost reduction. It\u2019s very simple: in a crisis, revenue declines, and with it, the cash needed to keep operations running. Healthy organizations have sound financial ratios and buffers, which give them time to take action\u2014not to wait for the storm to pass. Moreover, taking action itself also costs money and time. The greatest danger is focusing solely on sales and Innovation. Those are essential, of course. It\u2019s a period of \u201cboth\u2026and,\u201d requiring razor-sharp decisions where every minute and every euro counts. <\/p>

[i]<\/strong>hbr.org\/2019\/05\/how-to-survive-a-recession-and-thrive-afterward?utm_source=linkedin&utm_medium=social&utm_campaign=hbr<\/em><\/p>

[ii]<\/strong>www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/ten-tips-for-leading-companies-out-of-crisis<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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