Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. – Stephen Covey
In part five of this article series of the Knowledge Network Operating Model we will discuss how products, services or solutions are executed for high impact and data evaluation.
With the Knowledge Network Operating Model (KNOM), you avoid the degradation of teams while harnessing the most important competitive advantage for an organisation: its people.
This article is part 3 in my KNOM series delving into Element 3, where plans turn into execution in radical new ways based on Way of Work principles, Whole Scale Change, and Dynamic Reteaming.
As J.R.D. Tata said: “The effective execution of a Plan is what counts and not mere planning on paper; it is not what we put on our plate or even what we eat that provides nourishment and growth, but what we digest.”
Element 2: Strategy Formation and Planning is the insight that strategy is not something planned but a continual process of learning and adaption. It is an ongoing and pivotal methodology running throughout the entire KNOM structure explained in The Overview of KNOM.
Skills and capabilities are in constant flux.
One day one skill is crucial – the other day, a new capability overtakes it. The Knowledge Network Operating Model constantly evaluates and iterates upon the skills and capabilities needed for the organisation to overperform.
This and more I delve into in Element 1: Permanent Home of my new organisational operating model – give it a read and let me know what you think.