How to Achieve Strategic Alignment?

on September 05, 2012

Bridging the gap between strategy development and execution is one of the biggest challenges many organizations face. Studies repeatedly show that, regardless of the quality of the strategies, companies find it difficult to successfully implement them and, therefore, to realize the competitive advantages they were aiming for. Probably the most important driver for successful strategy implementation is "strategic alignment," that is the systematic process of bringing the actions of each business unit and employee into line with the organization's strategic objectives. The challenge is to make them all work together towards a common goal, thereby improving the overall performance of the company. As Akpan and Carter (2007) have aptly put it, strategic alignment is basically nothing more than "team work."

The OKR Management Model: The Perfect Link Between Strategic Planning and Operational Implementation – A Guest Column by Marco Alberti, Partner at the Strategy Consultancy Murakamy

on September 21, 2015

We distinguish two main tasks of successful companies: to develop a clear vision of where the company should be in ten years and to place the right focus regarding what actually needs to be done in the next three months. While most companies do have a vision statement, it often remains unnoticed hanging on some meeting room wall. A powerful, compelling guiding force is missing here, as well as the willingness to deal with the particular formulation. For a simple reason: the benefit is not apparent. A clear vision is much more than a colorfully formulated sentence which could just as well serve as an advertising slogan.

Follow-up on the Chief Strategy Officer Summit in London

on May 06, 2014

Last week, more than two hundred strategy professionals from around the world gathered at the Chief Strategy Office Summit in London to discuss current challenges in strategy work and share their experiences and best practices. Both the list of speakers and the list of participants were rather impressive. Among the participants were many renowned global companies, such as Airbus, BP, Pfizer, Sony, Hewlett Packard, Rolls-Royce, PepsiCo, Statoil, Aviva, and TUI Travel. Speakers included the chief strategists of Siemens, Philips, GE, Skype, Nokia, Twitter, and Sky News, among others. As a specialist for the digitization of strategic management processes, SOLYP took part in the event as well.

Follow-up on the 14th Annual Conference for Strategic Management

on May 13, 2014

On May 8th 2014, the time had come again: Strategy experts from all over German headed to Stuttgart to join the traditional Annual Conference for Strategic Management which was hosted by Horváth & Partners for already the 14th time. As in the previous two years, SOLYP served again as event partner. The motto of the one-day event was: “Making Strategy Tangible - Participation, Communication, and Commitment as Key to Successful Strategy Work"

Book Review: “Aligning Strategy and Sales” by Frank V. Cespedes

on September 17, 2014

How to get sales results that link to strategy? That the question Frank V. Cespedes explores in his recently published book Aligning Strategy and Sales: The Choices, Systems, and Behaviors that Drive Effective Selling. Thanks to his many years of experience as a business manager, consultant, and Harvard Business School professor, he can tell: „for most firms, the largest, most difficult, and most expensive part of strategy implementation is aligning sales and go-to-market efforts with the company's espoused strategies and goals.“ Poor alignment of strategy and sales creates direct and opportunity costs having a negative impact on the company's growth potential.