The unravelling of Strategy Execution has been a bugbear of mine for a long time.

I have read a lot of literature regarding execution but one article in HBR is worth summarizing. It is titled 'Why Strategy Execution unravels - and what to do about it' by Donald Sull & co.

They enumerate 5 myths associated which are widely held and are obstacles to strategy execution.

1. Execution equals Alignment - Typically there is alignment top down in terms of the goals, but where execution fails is coordination across teams/ functions. Focus on structures to coordinate activities across units

2. Execution means Sticking to the plan - The assumptions behind the plans change, and agility is required. Agility as in continuous evaluation and allocation of resources. However, agility should be balanced by aligning with overall strategic objectives.

3. Communication equals understanding - It is not the number of times and forms which lead to understanding but rather clear communication with context which enable the organization understand the strategy.

4. A Performance culture drives execution - A culture that supports execution values agility, teamwork & ambition along with performance.

5. Execution should be driven from the top - While concentrating power at the top may boost performance in the short term but it degrades ability to perform in the long term as middle managers escalate conflict rather than resolve, while the middle layer loses ability to coordinate and make decisions. Execution should be driven from the middle but guided from the top