Execution Excellence Manifesto
The Execution Excellence Manifesto
Executives and project team members often have very different perspectives on the current state of the project landscape. Individuals that are constrained to their own perspective can easily lose sight of the bigger picture. That leads to inefficiencies, misunderstandings, and conflicting goals. But there is a simple solution: Ensure transparency, following the “Visualize the Portfolio […]
Without the right metrics, companies can easily lose track of their project landscape’s progress. The “Manage by Metrics” principle from the Execution Excellence Manifesto helps maintain full control at all times. The Challenge of Complexity The more projects running in parallel, the higher the complexity within the project portfolio. Risks such as resource overloads, schedule […]
Lean Portfolio Management promises enormous efficiency gains in strategy execution. But how do you get started in the first place? Here is a step-by-step guide for implementing the “Start Quickly” principle. Review Your Capacities The first step is to get an overview of all available capacities for project work. Determine how many person-days or full-time […]
The Starting Point Having too many projects running in parallel inevitably leads to inefficiencies and performance losses. Multitasking, constant interruptions, and overloaded resources are the consequences. But how do companies find the right balance? The answer lies in the “Focus on Less” principle. The Fallacy of Parallelism Companies often fall into the trap of trying […]
The top management has developed and announced the new corporate strategy. But soon it becomes clear: implementation is stalling, and the strategy is in danger of failing. A more than frequent situation in companies across all industries and sizes. What is the reason? Five common pitfalls cause strategies to fail in realization: Pitfall 1: Too […]
The Balance Between Operation and Change Alongside the fundamental principles for closing the strategy implementation gap, we must examine the balance between day-to-day operations (“Run the Business”) and the necessary change initiatives (“Change the Business”). How this balance is achieved and maintained is crucial for the successful implementation of corporate strategy. Companies must conduct their […]
