Every company aims to formulate a good strategy and execute that strategy. But often it is found that there is a good strategy, bad execution or bad strategy and good execution. Why and how to avoid this?

Let’s start with what is strategy? In simple terms, this means that the plan to achieve the desired goals or outcomes. If an organization has clearly defined goals and develop a strategy to achieve them, you have won half the battle. But we see that the execution fails. Why should it be? It is the fault of the team that the strategy, or some unknown factors leads that are unexpectedly or unknowingly creep during the implementation of the plan.

What to do? Ideally, the team should be shaped so that the strategies should take into account factors such as: Who are the people who run to take, the company have the opportunity to perform and may amend or unexpected event occurs during execution, what are the risks, and so on. No strategy is without taking into account the ability of the people who will carry it created. You can create a marketing plan, but if the field do not understand marketing staff, and run the game, it is doomed to failure, then the blame game begins.

A company can have a team that not only the strategy, but it’s also run for? This prevents many such failures on the road. The problem is, the know-how. I am a good strategist and not a good executor. You’re a bad strategist but a good executor on the floor. What happens when these arguments are presented by the team in training? All rights, such as the creation of a strategy and keep the team running the loop in the entire process of creating strategy? This creates a further set of problems. The opinions of the two teams can so different that no positive result will never be.

I have discussed in brief about the above factors. In real life, more complications, especially in large organizations, the increase in complexity. The only solution is for top management to set goals and discuss with them. After everyone’s confidence, and create strategies that everyone can participate in the formation of the strategy. Decide what is feasible and might be feasible. Allow the team to commit to the run, which is feasible and promise them rewards if they achieved at the other side are managed. The synergy between policy makers and executors of the strategy ultimately decide the outcome.