Strategy Implementation versus Strategy Execution

In the previous post I drew a distinction between implementing and executing a strategy. I'm sure some of you use these terms interchangeably in relation to that thing you do after the strategic plan is published. Heck, I'm sure I've used them interchangeably in the past.

However, during the course of developing Association Acuity, I did a lot of reading and thinking about strategy and that next step, you know, the challenging one of making the dream come true. One of my Aha! moments was when I realized that implementation was a step along the way to execution and that without it, execution might not be possible. Allow me to explain.

Business strategy is most often expressed in the form of a strategic plan. This plan is designed to define major goals and objectives for the organization. Once this is established, it is very typical for the organization to ask the question, "how are we going to do this?" I think there is a more important question that sometimes doesn't get asked; "Can we do this with our current organizational structure?" You see, implementation is all about capability, not activity. Without capability, activity (execution) will be at best, inefficient and in the worst case, unsuccessful.

Implementation is that step where the following questions must be asked and answered:

• Do we have the enough assets (human, financial) to achieve the goals of the plan?
• Do we have the right assets (skill sets, talent) to achieve the goals of the plan?
• Have we gained the explicit buy-in to the plan from the key stakeholders (Board, members, staff)?
• Do we have the right value proposition for our members/customers that support the plan? 

If the answer to all of these questions is yes, then the plan is implemented and it is appropriate to move on to execution. If not, there is still work to do. When a plan is implemented, execution becomes all about the actions that an organization takes to achieve the best results possible from a fully implemented strategy.

These three concepts, strategy, implementation, and execution are co-dependent parts of the proverbial three-legged stool. Each is individually critical to the stability and success of the organization. 

I'd love to hear your thoughts on these ideas!