Page 4 - Achieving the Execution Edge

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xvi | Chris Bart and Elliot S. Schreiber
Q6:
Are all of the operating plans in the company integrated? . . . 19
Culture and Risk
Q7:
Does the organization’s culture support the
strategy’s execution? . . . . . . . . . . . . . . . . . . .22
Q8:
Have all the principal risks been identified? 24
Capability
Q9:
Is the organization’s hiring/recruitment system aligned
with the strategy? 28
Q10:
Is the organization’s training system aligned to close
this execution gap? . . . . . . . . . . . . . . . . . . . 30
Accountability and Recognition
Q11:
Are the company’s IT systems designed to meet the
strategy execution objectives? . . . . . . . . . . . . . . .34
Q12:
Has accountability been established for the ultimate
achievement of the strategy? . . . . . . . . . . . . . . . 35
Q13:
Is the performance evaluation “review process” aligned
with the strategy’s execution? . . . . . . . . . . . . . . .37
Q14:
Are the right types of rewards and incentives aligned
with the strategy? 39
Board Specific Execution Activities
Q15:
How is the Board demonstrating to the CEO and other
members of senior management on an ongoing basis that
they are concerned about strategy execution? . . . . . . . . 42