Turning decisions into action.
WHY MOST STRATEGIES FAIL
Not in the choosing but in the doing.
WHAT EXECUTION REQUIRES
Clear priorities Owners for each Resources actually allocated Regular review Willingness to stop things
WHAT TO ESTABLISH
A small number of priorities for the period.
WHY SMALL
Everything cannot be a priority.
WHAT TO ALLOCATE
Time and money, explicitly.
WHY EXPLICITLY
Strategic work is displaced by daily operations otherwise.
WHAT TO PROTECT
Time for it.
HOW
Scheduled, and defended.
WHAT TO COMMUNICATE
The strategy, to everyone affected.
WHY
People cannot support a direction they do not know.
WHAT TO EXPLAIN
Not only what, but why.
WHY THE REASONING
It lets people make consistent decisions without asking.
WHAT TO REVIEW
Progress, on a regular cadence.
WHAT A REVIEW SHOULD COVER
What moved What did not What is blocking What changes
WHAT TO AVOID
Reviews that only report Plans revisited annually and ignored between
WHAT TO DO ABOUT BLOCKED WORK
Remove the blockage or change the plan.
WHY
Work that stays blocked indefinitely was not a priority.
WHAT TO RECOGNISE
That executing one thing well beats starting several.
