Execution: Turning Strategy into Reality
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Strategies often fail not because the ideas are bad ones, but rather because of poor or inadequate execution of the strategic plan. Successfully managing execution of a strategic plan requires a systematic approach to operational planning, individual goal setting, performance evaluation, metrics and management review.
Managers attending this class will:
- Understand and articulate the relationship between the strategic plan and the annual operating plan.
- Practice breaking down broad strategic initiatives into detailed action steps and building a documented, time-bound and measureable action plan.
- Develop measurements that can be used to monitor the execution and effectiveness of strategic intiatives.
- Practice developing individual goals supporting execution of the strategic and operating plans.
- Understand and explain the importance of linking individual goals to individual performance evaluations.
- Develop a working agenda for monthly and quarterly management review meetings.
- Describe the use of countermeasures when plan slippage occurs and give specific examples.
Resources include presentation materials and an Excel template for use in documenting plans, reporting progress and applying countermeasures.
A detailed module on execution. Attendees should have a basic knowledge of the overall strategic planning process
- Management Development/Succession Planning
- Board Development
- Operational Planning
- Public Relations and Marketing
- Partnership and Alliances - Development and Nurturing
- Monitoring of Landscape
- Advocacy and Public Policy
- Program Relevance and Integration - Growth and Replication
- New Program Development - Funding Model
New Level Advisors, LLC
Richard Randall is president of New Level Advisors, LLC, a management consulting firm focused on strategic planning and execution, operational excellence, change management, leadership and team development. Prior to co-founding New Level Advisors in 2006, Richard held a variety of management and executive positions at ITT Corporation, from Director of Engineering to Vice-President and General Manager of a global manufacturing business with plants across the US and Europe. Richard is a graduate of Penn State University and the ITT Strategic Management Program, administered by Ashridge Business School (UK) and The Duke University Fuqua School of Business. In 2012 he recieved his Lean Six Sigma Black Belt certification from Acuity Institute. Richard's leadership and strategy column, The Whiteboard, appears biweekly in the Central Penn Business Journal. He serves on the boards of the Rose Corporation of Reading, the Penn State Alumni Association, the Susan Byrnes Health Education Center and Olivia's House, a grief counseling center for children and families. He is a member of the Penn State York Engineering and Industry Advisory Council, York County Economic Alliance, Cultural Alliance of York and Downtown York, Inc.