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The two parties will have different takes on what should be done to fulfill the request, why, how quickly it can be done, and which resources should be used.
Because of divergent worldviews—across divisions, companies, countries, and languages—people often end up talking past one another. The customer and the provider must therefore sit down and explore the fundamental questions of coordinated effort: What do you mean?
This phase of discussion concludes when the provider makes a promise that the customer accepts. In the next phase— making it happen —the provider executes on the promise.
Regardless of what the provider may think, now is not the time to take the phone off the hook. Conversation is more critical than ever.
Even well-crafted promises remain fragile, susceptible to shifts within the organization or in the broader business environment that prompt executives to reshuffle priorities and reallocate resources.
In light of such shifts, the customer and the provider will need to continue interpreting and reinterpreting the promise. Indeed, if the provider realizes he cannot satisfy the promise he made to the customer, he should immediately renegotiate the terms of delivery.
Likewise, the customer is obliged to initiate renegotiations if her priorities or circumstances change in ways that affect what she has asked the provider to do.
This phase ends when the provider declares the task complete and submits it to the customer for evaluation. In the final phase— closing the loop —the customer publicly declares that the provider has delivered the goods or failed to do so.
Closing the loop gives the customer and provider a chance to offer each other feedback on how they could work more effectively in the future, thereby building continuous improvement into the quality of other promises they make.
Note that the customer and the provider must come not only to a meeting of minds but also to a common purpose. A provider may be reluctant to enter into a commitment for good reasons—such as keeping her options open and protecting her reputation for delivering the goods.
In their haste to get things done, many managers rush through these important dialogues or skip them altogether.
When promises are unreliable, managers waste a lot of time checking progress, exerting political pressure, or duplicating work. Organizational efficiency and effectiveness suffer.
If managers and employees understand how to solicit and make good promises, they can minimize this kind of friction.
Promises that are made, monitored, and completed in public are more binding—and therefore more desirable—than side deals hammered out in private.
After all, their reputations for competence and trustworthiness are on the line. A good example of the power of public promises comes from Royal Bank of Scotland.
In the past decade, RBS has moved from the number two bank in Scotland to one of the top ten banks in the world. Mitchell echoes the same solutions.
Of course, the end goal is to prevent these obstacles from taking form in the first place, so you can move from strategy to execution seamlessly.
To achieve this, Frazier says the answer comes down to basic planning. Develop trust and the ability to deal with conflict effectively.
Focus on results. Something Has Gone Terribly Wrong. Please Try Later. Sign In. Yet despite the obvious importance of good planning and execution, relatively few management thinkers have focused on what kinds of processes and leadership are best for turning a strategy into results.
As a result, says Wharton management professor Lawrence G. Hrebiniak , MBA-trained managers know a lot about how to decide a plan and very little about how to carry it out.
This lack of expertise in execution can have serious consequences. But can better execution be taught? If people know what the key variables are, they know what to look for and what questions to ask.
The Pitfalls of Poor Synchronization. While execution can go wrong for a variety of reasons, one of the most basic may be allowing the focus of the strategy to shift over time.
The attempt by Hewlett-Packard, after it acquired Compaq, to compete with Dell in PCs through scale is a classic example of goal-shifting — competing on price one week, service the next, while trying to sell through often conflicting, high-cost channels.
Everyone seemed to have a short fuse and it was common for team members to use Elm as a truce broker.
More often than not, Elm favored the Compromise approach to resolving conflicts. Many team members chose to jump ship. When the project is in the Project Execution phase, retaining talent is a challenge; hiring talent is a greater challenge.
On retrospect, Nazareth was better of using a different approach to conflict resolution , such as problem-solving.
He might have also focused on developing intrinsic and extrinsic motivation in the team. In , Amnesty International reported that public executions in Saudi Arabia have reached "shocking proportions" in the past year, with a fourfold increase to in the number of people being beheaded publically.
The executions often followed grossly unfair trials. One Shi'ite Muslim was beheaded after being convicted of blasphemy and renouncing his faith.
Teams like this probably do all or most of the above — work assignments are clear and processes make sense, deadlines are ambitious but fair, and feedback is plentiful — but they also do something more.
Creating this kind of team culture is an important element of good execution. As you think about your ability to execute we feel that all four of these dimensions are critical.
You may focus on one or two and find that one is lacking. But our research shows that balancing all four of these factors is the strategy that will improve execution most of all.