To provide participants with the practical tools and management disciplines required to translate formulated strategy into successful, measurable organizational results:

• Mid to Senior Managers responsible for leading strategic projects or departments.
• Heads of the Project Management Office (PMO) or Strategy Implementation Office (SIO).
• Executives frustrated by the failure rate of strategic plans.
• Individuals tasked with managing organizational change related to strategy.
• Leaders responsible for aligning functional strategies with the corporate plan.
• Anyone who manages cross-functional execution teams.

• Interactive workshops focused on developing an execution plan for a live objective.
• Case studies illustrating best-in-class execution systems.
• Role-playing difficult accountability and performance conversations.
• Group exercise in designing an execution dashboard with lead/lag metrics.
• Templates for communication and strategy review meetings.

Unit 1: The Strategy-Execution Gap

• Analyzing the primary reasons strategies fail (e.g., poor communication, misalignment).
• The critical role of leadership attention and commitment.
• Differentiating between strategy risk and execution risk.
• Identifying the four essential disciplines of execution.

• Developing a clear "line of sight" from corporate objectives to frontline tasks.
• The use of Strategy Maps to visualize cause-and-effect relationships.
• Cascading objectives and performance indicators down to functional levels.
• Prioritizing the "Wildly Important Goals" (WIGs) for focus.

Unit 2: Aligning Structure, People, and Resources

• Auditing the organizational structure to ensure it supports the strategy.
• Techniques for breaking down functional silos and fostering cross-functional work.
• Structuring and empowering Strategy Execution Teams.
• Implementing an effective strategy governance model.

• Linking capital expenditure and operational budgets directly to strategic initiatives.
• Strategic resource reallocation and managing trade-offs.
• Aligning human resource systems (e.g., hiring, training) with strategic needs.
• Ensuring technology infrastructure enables the planned strategy.

Unit 3: Driving Accountability and Engagement

• Establishing clear, non-negotiable ownership for every strategic initiative.
• Creating a "Strategy Scorecard" for visual progress tracking.
• Designing an effective cadence and structure for strategy review meetings.
• The role of "WIG Sessions" in routine performance management.

• Aligning the organization's culture and values to the execution requirements.
• Designing incentive and reward systems that reinforce strategic behaviors.
• Communicating the "why" and celebrating execution successes.
• The leader's role in modeling strategic focus and rigor.

Unit 4: Monitoring, Control, and Course Correction

• Distinguishing between 'lag' measures (results) and 'lead' measures (activities).
• Establishing a dashboard of critical execution KPIs.
• Methods for data collection, validation, and reporting.
• Using variance analysis to diagnose execution shortfalls.

• Techniques for conducting rigorous strategic reviews (not just financial reviews).
• Developing a structured process for timely course correction.
• Knowing when to persist with a strategy and when to pivot.
• Managing the portfolio of strategic initiatives and controlling scope creep.

Unit 5: Leading the Execution Process

• The leader as the chief communication officer for the strategy.
• Building strategic capabilities within the management team.
• Overcoming organizational fatigue and sustaining momentum.
• Implementing a continuous feedback and learning loop.