Realizing your strategy’s potential: a seven-step model for its effective execution

Galpin, Timothy J.

doi:10.1108/sl-09-2018-0088

Cited by 7 publications

(6 citation statements)

References 8 publications

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“…Additionally, a strong positive relationship (0.82) was found between "high innovation" firms and the number of environmental choice architecture components (cultural levers) they use to encourage innovation (Figure 5). While from a limited sample, this finding supports the notion that the more culture levers used the greater the alignment created between an organization's culture and its strategy (Galpin, 2018).…”

Section: Q3supporting

confidence: 63%

Nudging innovation across the firm – aligning culture with strategy

Galpin¹

2020

JBS

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Purpose The purpose of this paper is to determine how and to what extent firms are using “environmental choice architecture” to “nudge” innovation across the organization. The Cultural Alignment Model was designed based on the concept that individual and collective workforce behaviors are formed by an organization’s environment. Although existing since the 1950s, behavioral theory has seen a recent resurgence of popularity in shaping culture. Described in the book Nudge, compelling research demonstrates that individual and collective behavior can be influenced through what is termed “environmental choice architecture.” The Oxford Innovation Insights Project was established to test the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization? Design/methodology/approach Semi-structured interviews were conducted with 60 “C-Suite” executives, representing 15 different industries. Each executive was asked to respond to the same four items: to what extent do you agree or disagree with the statement – innovation is a strategic priority for our firm; on a scale of 1 (low innovation) to 10 (high innovation) please rate your firm’s organization-wide level of innovation; Which of the following processes does your firm use to encourage innovation across the organization? And for the processes that your firm uses, please provide examples of how each is designed to encourage innovation behaviors across your workforce. Findings Eighty-six percent of respondents identified innovation is a strategic priority for their firm, while just 8% of respondents rated their companies as having a “high” level of firm-wide innovation. The environmental choice architecture components most frequently used by firms to encourage innovation behaviors across the workforce are identified. A strong positive relationship was found between “high innovation” firms and the number of environmental choice architecture components they use to encourage innovation. Firms having a low level of innovation underperformed market peers, while firms rated as having a high level of firm-wide innovation outperformed the market benchmark. Research limitations/implications Repeat the current study to include more respondents and industries; rather than relying on self-ratings, determine a firm’s innovation rating through an external assessment, such as industry expert ratings of firms’ innovativeness; beyond frequency of utilization, assess the strength of innovation “nudge” each cultural lever provides; determine if a relationship exists between the market and financial performance of firms and the number of “cultural levers” they use to nudge innovation across the workforce; and compare the level of innovation between each industry by expanding the respondent pool to include more representatives from each industry. Practical implications Company culture is identified as one of the top obstacles for a firm’s innovation performance in a global survey of 1,500 executives. Moreover, the authors of the McKinsey Global Innovation Survey state, “The best companies [in the study] find ways to embed innovation into the fibers of their culture, from the core to the periphery”, but tellingly the authors do not identify how to go about creating that embeddedness. The Cultural Alignment Model presented provides management a pragmatic approach to embed innovation across their firm’s culture using elements of the organization’s choice architecture. Originality/value Behavioral theory has seen a recent resurgence of popularity in shaping culture. The Oxford Innovation Insights Project tests the Cultural Alignment Model, by answering the question – How and to what extent are firms using “environmental choice architecture” to “nudge” innovation across the organization?

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Section: Q3supporting

confidence: 63%

Nudging innovation across the firm – aligning culture with strategy

Galpin¹

2020

JBS

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“…As such, it is hardly surprising that research has followed suit, and it is in this vein that we see articles like the one reviewed here, "Realizing your strategy's potential: a seven-step model for its effective execution" by Galpin (2018). In his piece, the author tackles that most elusive element of successful strategy, which is implementation and execution.…”

Section: Seven Steps To Heavenmentioning

confidence: 99%

“…The article "Realizing your strategy's potential: a seven-step model for its effective execution" by Galpin (2018) is well worth a look for strategists and senior executives alike.…”

Section: Commentmentioning

confidence: 99%

Execution. Execution. Execution

2019

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Purpose The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The next time you find yourself stood at the magazine stand at an airport or train station, take a step back and see if you can find any common themes among the hundreds of titles in front of you, jostling with each other for your attention. Aside from some tricks of the merchandising trade – some titles will have greater prominence at the front of their section, most popular subjects will be at eyeline, and most promoted titles will be evident by double facing or separate holders – you may notice some of the magazine covers that jump out at you more than others. It might be because of the celebrity on the cover or perhaps a striking color scheme. But there is probably something else which is perhaps more difficult to put your finger on. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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“…A best practice of effective strategy execution efforts, which are most often cross-functional undertakings, is to establish an implementation management infrastructure including a Program Manager who manages and coordinates the implementation effort. [6] However, when asked "Does your organization use an effective strategy execution infrastructure, including a dedicated Implementation Program Manager?" most respondents (83%) indicated "infrequently" (47%) or "never" (36%), with just seventeen percent of respondents indicating "always" (5%), "frequently" (6%) and "about half the time" (7%) (see Exhibit 5).…”

Section: Execution Is the Biggest Gapmentioning

confidence: 99%

The strategist’s view needs to extend beyond planning to execution

Galpin

2023

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Purpose The Oxford Strategy Insights Project was designed to assess the current approaches, aims, and focus of strategists across industries and geographies. Design/methodology/approach The project received input from 167 executives and managers across twenty-six industries, spanning over thirty countries, regarding their firm’s strategy process. Findings The biggest gap highlighted by the Oxford Strategy Insights Project is effective strategy execution. An overwhelming majority of respondents indicated that their organization’s strategy execution efforts are ineffective and slow, with accelerated implementation being the exception rather than the norm. In line with these findings, few firms appear to be applying the best practice of establishing an implementation management infrastructure including a “Program Manager” tasked to manage and coordinate the firm’s strategy implementation effort. The one positive element related to strategy execution is that most firms seem to have an effective strategic measurement and reporting process. Practical implications Organizations that can execute their strategies increase the likelihood of realizing the full potential of their plans. However, the study’s main finding is that effective strategy execution is severely lacking. Strategists need to become more foresighted, with a much greater focus on implementation. Originality/value Although the value of effective strategy execution has been well documented for over five-decades in both academic and management practice literature, new research has found that most strategists are still short-sighted, viewing strategy as primarily planning with a limited focus on implementation.

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Realizing your strategy’s potential: a seven-step model for its effective execution

Cited by 7 publications

References 8 publications

Nudging innovation across the firm – aligning culture with strategy

Nudging innovation across the firm – aligning culture with strategy

Execution. Execution. Execution

The strategist’s view needs to extend beyond planning to execution

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