Navigating Execution Power in a Changing Environment

The ability to execute effectively amidst constant change has become a crucial skill. Recently, during a session of Goodmorning BSN!, Marco van de Pol, a seasoned Programme & Portfolio Manager at Brainboss, delved into the concept of execution power in the face of evolving requirements. His insights shed light on navigating the complexities of modern organisational dynamics.

Understanding Execution Power

Marco addressed the escalating need for execution power, emphasising the challenges posed by a rapidly changing world. He defined execution power as an organisation’s capacity to achieve its goals by translating actions into reality. Central to this definition are the keywords “ability” and “influence.” While external influences are beyond one’s control, mastering internal disciplines is essential for enhancing execution power.

Navigating External Influences

External influencers, ranging from global events like supply chain disruptions to technological advancements like AI, have a growing impact on execution. These influences can disrupt traditional business models and necessitate adaptive strategies. For instance, Marco cited the Suez Canal blockage, which underscored the vulnerability of global trade routes. However, such disruptions can present opportunities for innovation and growth.

Building Disciplines for Success

The discussion turned to the importance of building internal disciplines to navigate external challenges effectively. Marco outlined three key disciplines: strategic foresight, action orientation, and problem-solving. Strategic foresight involves anticipating future trends and aligning strategies accordingly. Action orientation emphasises swift, focused decision-making, supported by clear communication. Finally, problem-solving skills are essential for addressing challenges proactively.

Geert Habets, a Programme and Project Lead at Rabobank, offered insights based on his experience navigating change in a dynamic banking environment. He underscored the importance of execution power for both driving change initiatives and sustaining daily operations. While aligning with Van de Pol’s emphasis on governance and team dynamics, Habets also highlighted the challenge of balancing long-term strategic vision with short-term operational needs.

We need to ensure that while we’re driving change and innovation, we’re also maintaining the stability and efficiency of our daily operations. It’s a delicate balance that requires careful planning and execution.

Geert Habets, Rabobank

As Marco and Geert shared their insights on execution power and navigating external influences, it became evident that staying ahead in today’s dynamic environment requires a multifaceted approach. From distinguishing between hypes and real developments to fostering a culture of critical thinking, organisations must continuously adapt to thrive amidst change.

Q & A Highlights

How do you distinguish hypes from real developments?

Distinguishing between hypes and real developments requires a nuanced approach. It involves assessing whether an issue directly impacts the organisation’s operations or strategic objectives. Additionally, monitoring data trends over time can provide valuable insights into the tangible effects of these developments. By combining these approaches, organisations can make informed decisions about where to allocate resources and focus their efforts in response to both emerging trends and transient hypes.

What are other indicators, beside regular KPIs, to determine when to change strategy or work methods?

Beyond traditional key performance indicators (KPIs), organisations can look for indicators of change in both incidents and trends. While KPIs offer valuable snapshots of current performance, they may not capture subtle shifts or emerging patterns. Monitoring incidents versus trends allows organisations to discern whether changes are isolated events or indicative of broader shifts in the business landscape. By staying attuned to these indicators and adapting strategies accordingly, organisations can remain agile and responsive in dynamic environments.

How can organisations recognise when they need to change strategy due to external influences?

Recognising the need to change strategy in response to external influences requires proactive engagement with data and critical analysis. Organisations must actively monitor external factors, such as market trends, regulatory changes, and technological advancements, to anticipate potential impacts on their operations. By conducting regular assessments and scenario planning exercises, organisations can identify emerging threats and opportunities, allowing them to adjust their strategies pre-emptively. Additionally, fostering a culture of open communication and critical thinking enables teams to collaboratively assess external influences and make informed decisions about strategic direction.

How do you arrange for execution power to be developed within organisations?

Developing execution power within organisations necessitates a multifaceted approach that encompasses governance, team composition, and organisational culture. Firstly, establishing robust governance structures ensures clear accountability and decision-making processes, enabling efficient execution of strategic initiatives. Secondly, assembling diverse teams with varied skills and perspectives fosters innovation and adaptability, enhancing the organisation’s ability to navigate complex challenges. Finally, fostering a culture of critical thinking and proactive decision-making empowers employees at all levels to contribute ideas, challenge assumptions, and drive execution forward. By addressing these key areas, organisations can cultivate a dynamic and resilient execution culture that propels them toward their goals.

Understanding the impact of external influences, building internal disciplines, and fostering a culture of adaptability, organisations can navigate complexity with agility and drive towards success in an ever-changing world. As we embrace these principles, we position ourselves not only to survive but to thrive in the face of evolving requirements and emerging opportunities.