Читать книгу Move - Azzarello Patty - Страница 5

At the heart of every execution problem is the fact that there are not enough people doing what the business needs to move forward.

Whether we are talking about transformation, specific strategic initiatives, or overall business strategy, I frequently observe that execution stalls because of some particular, common, and chronic challenges – systemic issues that occur in all organizations, which leaders often just accept as an unchangeable part of the environment.

One of the challenges is being too busy. You can't get to be a $1B organization if you are too busy being a $200M organization. When short-term pressures regularly take priority over doing more strategic stuff, you end up burning all your time and resources reacting to issues and opportunities in an ad hoc manner, instead of making progress on the strategic work that will enable you to scale. New initiatives require new work. People (at all levels) are just too busy and distracted to get traction on or even start doing the new thing. It's not that your strategy is wrong or the initiative wouldn't help; it's that it doesn't get done because no one has time to do it.

Mid-Level Manager Stall

If you talk to the executives, they often cite frustration with mid-level managers and directors who are “not strategic enough,” because they do not personally make the decisions and trade-offs necessary to actually get the new work done at their level and below. They keep waiting for direction from above.

Decision Stall

If you talk to the mid-level managers, they often cite that execs fail to provide enough clarity – there are persistent debates and unanswered questions that keep people waiting vs. doing. Also, lack of clarity causes an automatic lack of alignment that results in skepticism, weak support, or passive-aggressive tendencies in the ranks.

Resource Stall

Agreements about what should be started (and what should be stopped) are not clear or not even attempted. Resources stay attached, often fiercely so, to the current way of doing things – so it's virtually impossible to do different or new stuff.

Organizational Angst

There is no such thing as a perfect organization, but there are also some fatal flaws that will prevent forward progress. When you have the wrong people in key roles or a structure that is competing against itself, you will stall. Or when you have groups or programs that are just not functioning properly, you burn huge amounts of time and energy recovering from work that should have been done better or differently or faster.