Execution is in the details - First Words - Brief Article

Chief Executive, The, August-Sept, 2002

Most executives know what strategies should make their companies competitive, but actually executing them is often another story. That's the basis for this issue of The Leigh Advisor, which covers the topic from several angles.

In "Turning Knowledge into Action," Bob Sutton, of Stanford Business School, laments that American business has a vast pool of knowledge on best practices, yet many leaders are unable to apply this knowledge in their own companies. Gary Lynn and Dick Reilly take a critical look at new product development in "Growing the Top Line Through Innovation." Their research has uncovered an interesting connection between success and the role of the CEO in the launch.

Of course, people throughout the organization contribute to the successful execution of the strategy. In "The Responsibility Virus," Roger Martin focuses on actions that can thwart execution and shares some techniques that executives can use to overcome them. And in "Vary Your Voice," Nike's Kevin Carroll describes the methods he and his team use to help keep employees at all levels focused on making things happen.

We also talk with Harvard Business School's Nancy Koehn, whose insight into branding sheds light on a connection between the way companies relate to their customers and, surprisingly, to their employees.

We hope you find this issue of The Leigh Advisor helpful in your own efforts to execute strategy.

BILL LEIGH

W. COLSTON LEIGH INC., ADVISORY SERVICES LLC