Good strategy execution requires:

a team effort with all managers having strategy executing responsibility in their area of authority, and making all employees active participants in the strategy execution process.

Good strategy execution requires which of the following?

Putting those resources and capabilities into place, strengthening them as needed, and then modifying them as market conditions evolve.

The two best signs of good strategy execution are

whether the company is meeting or beating its performance targets and whether they are performing value chain activities in a manner that is conducive to company wide operating excellence

The most important leadership trait in the strategy execution process is

strong communication skills (both written and verbal) covering motivating intent

What makes the managerial task of executing strategy so challenging and demanding is

the demanding people-management skills required, the resistance to change that has to be overcome, and the perseverance necessary to get a variety of initiatives launched and kept moving along.

Ultimate responsibility for seeing that strategy is executed successfully primarily falls upon the shoulders of

a company's chief executive officer, its chief operating officer, and the heads of major units (business divisions, functional departments, and key operating units).

The overriding aim in building a management team should be to

assemble a critical mass of talented managers who can function as agents of change, work well together as a team, and produce organizational results that are dramatically better than what one or two star managers acting individually can achieve.

The capability-building process

requires first developing the ability to do something, however imperfectly or inefficiently; second, translating this ability into a competence by learning to do the activity consistently well and at an acceptable cost; and then continuing to polish and r

Core competencies and competitive capabilities

re usually bundles of skills and know-how that most often grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain.

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In devising an action agenda to implement and execute a new or different strategy, the place for managers to start is with

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a probing assessment of what the organization must do differently and better to carry out the strategy successfully.

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Question	Answer
In devising an action agenda to implement and execute a new or different strategy, the place for managers to start is with	a probing assessment of what the organization must do differently and better to carry out the strategy successfully.
a probing assessment of what the organization must do differently and better to carry out the strategy successfully.	poor execution of the strategy.
Good strategy execution requires:	a team effort with all managers having strategy executing responsibility in their area of authority, and making all employees active participants in the strategy execution process.
Good strategy execution requires which of the following?	Putting those resources and capabilities into place, strengthening them as needed, and then modifying them as market conditions evolve.
The two best signs of good strategy execution are	whether the company is meeting or beating its performance targets and whether they are performing value chain activities in a manner that is conducive to company wide operating excellence
The most important leadership trait in the strategy execution process is	strong communication skills (both written and verbal) covering motivating intent
What makes the managerial task of executing strategy so challenging and demanding is	the demanding people-management skills required, the resistance to change that has to be overcome, and the perseverance necessary to get a variety of initiatives launched and kept moving along.
Ultimate responsibility for seeing that strategy is executed successfully primarily falls upon the shoulders of	a company's chief executive officer, its chief operating officer, and the heads of major units (business divisions, functional departments, and key operating units).
The overriding aim in building a management team should be to	assemble a critical mass of talented managers who can function as agents of change, work well together as a team, and produce organizational results that are dramatically better than what one or two star managers acting individually can achieve.
The capability-building process	requires first developing the ability to do something, however imperfectly or inefficiently; second, translating this ability into a competence by learning to do the activity consistently well and at an acceptable cost; and then continuing to polish and r
Core competencies and competitive capabilities	re usually bundles of skills and know-how that most often grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain.

Created by: 165714117159216

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