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Business observability fit for you

An operating model drives value creation and strategy execution across an organization. It represents the guiding principles of operations: how different parts of a business should work together to deliver value to&nbsp;customers and stakeholders. It also encompasses how an organization functions to meet core business objectives such as efficiency, growth, and adaptability. Organization structure, culture, processes, technology and decision-making procedures are key parts of an operating model.&nbsp;&nbsp;In the modern era, several factors are converging that impact&nbsp;how we think about conventional operating models:&nbsp;<ul><li>The lingering strategy execution gap &nbsp;</li><li>A fast-changing world across all dimensions of life &nbsp;</li><li>The fourth industrial revolution, the wealth of data and its application&nbsp;</li></ul>Considering these factors, an&nbsp;updated, modern operating model is needed to solve the lingering strategy execution gap and unlock the opportunities of an evolving world. In this article, we’re going to outline what that new model looks like. For detailed information on the context, challenges solved, and the opportunities of The Modern Operating Model, we will be releasing a second part to this article.

There are five core components that make up the modern operating model, each with different parts within.&nbsp;<img src="https://res.cloudinary.com/gtmhub/image/upload/v1669894628/site-v5/visual_mom_detailed_5ca196388d.svg" alt="Modern Operating Model diagram"><h4>&nbsp;1) Define the destination&nbsp;</h4>Your mission, cultural values, vision, and strategy work together to act as a north star for your organization. This sets the destination and goals that your organization needs to align towards.&nbsp;<h4>2) Change the business&nbsp;</h4>Strategic objectives, <a href="https://quantive.com/resources/articles/okr-meaning" target="_blank" rel="noopener noreferrer">OKRs</a>, and planning the work quantify and make reaching your destination a tangible proposition. They create alignment, structure, and focus to maximize efficiency, speed, and productive power toward your goals.&nbsp;<h4>3) Run the business &nbsp;</h4>Observability of KPI’s through a connected technology stack in addition to OKR reporting gives you powerful insights into what’s happening inside the business, in addition to progress toward goals. &nbsp;<h4>4) Do the work&nbsp;</h4>With the organization aligned, the plan is executed through daily work. Proper alignment through organization architecture, culture, and a clear line of sight between strategy and execution empowers your employees to do their best work.&nbsp;<h4>5) Assess &amp; adapt &nbsp;</h4>Through continuous monitoring, data-driven decisions are made to incrementally optimize, navigate threats, and seize opportunities. Strong top-down alignment liberates your organization to adapt quickly and move as one.&nbsp;Although there’s a chronological logic to the model, all components work together in a feedback loop and need to be engaged simultaneously as an ongoing discipline. Let’s now dive into the different components and their corresponding parts in more detail.&nbsp;

Correctly defining the destination impacts alignment. At the highest level, defining your destination is about where you want to go, why you want to go there, what needs to be done, and how you will do it. If there’s a disconnect between how your team sees the bigger picture, conflict, erosion of trust, and misaligned execution may emerge.&nbsp;&nbsp;<h5>Defining the destination can be broken down into three core parts:&nbsp;</h5><ol><li>Mission and cultural values&nbsp;</li><li>Vision&nbsp;</li><li>Strategy&nbsp;</li></ol><h3>Mission and cultural values&nbsp;</h3>Mission and cultural values play a role in alignment as everyone in your organization needs to approach their work from the same perspective. Otherwise, there will be a disconnect at the execution layer of the organization. For instance, having a common philosophy that prioritizes customer satisfaction over short term revenue will lead to different behaviors and decisions from your team.&nbsp;&nbsp;Mission and cultural values also affect engagement, especially in the context of a new generation of workers. Generation Z and Millennial workers aspire to work at organizations that have a greater purpose and more conscious culture. Failure to align your mission and culture with these changing attitudes means you may reduce employee engagement – another key part of effective strategy execution. As these generations value company loyalty less, you may also risk losing key personnel which leads to other execution challenges.&nbsp;<h3>Vision&nbsp;</h3>Like with mission and cultural values, your vision is important for alignment. Your whole team needs to see the future in the same way to maximize engagement and work in synchronization. Vision also has an impact on priorities and strategic focus. A clear idea of your destination means you can make better decisions about the relevant work that needs to be done, take advantage of the right opportunities, and importantly, not become side tracked along the way.&nbsp;&nbsp;<h3>Strategy&nbsp;</h3>Your strategy is the first tangible link between defining your destination and generating the momentum to get there. Your strategy represents why, what, and how your company will navigate at the highest level and informs how you set strategic objectives and OKRs, which play key roles in the next component of the model.&nbsp;&nbsp;

The next component of the model is changing and aligning the business. Changing the business is about deciding on the initiatives and goals you want to focus on to reach your destination. Alignment is about getting the whole organization in sync and moving in the same direction.&nbsp;<h5>Proper organizational alignment improves strategy execution through:&nbsp;</h5><ul><li>Greater efficiency: working on the right things means less waste in the form of time and resources&nbsp;</li><li>Higher engagement: having a clear line of sight between strategic objectives and daily execution means employees can see how their work impacts the organization</li><li>Prioritization and focus: alignment means the whole team focuses on the objectives and activities that are mission critical</li></ul>Alignment plays an important role in organization adaptability. If there are any big changes or shocks to the business, your organization needs to be able to move together as one unit. If parts of your organization are misaligned, they may lag behind if your destination changes which can lead to operational roadblocks. In addition, the megatrends of <a href="https://quantive.com/resources/articles/hybrid-work">remote and flexible work</a> mean getting alignment right has become more difficult due to a more distributed, asynchronous, and multi-cultural workforce.&nbsp;&nbsp;Alignment starts with clear top-down communication about the destination and what needs to be done to get there. This is achieved through setting strategic objectives and OKRs, in addition to careful planning of how your team will execute the work.&nbsp;<h3>Strategic objectives and OKRs&nbsp;&nbsp;</h3>The first part of aligning the business is setting and communicating strategic objectives and OKRs. In many cases, the communication of strategy can get lost as it filters through the multiple layers of the organization. This is made worse due to strategy being more abstract and high-level, with language that may not be easily understood by the execution layer of the organization.&nbsp;&nbsp;Strategy without objectives is meaningless — it needs to be clarified, quantified, and plotted against a timeline. This is what strategic objectives enable — they break down your strategy into tangible goals that can be easily communicated and worked toward as a team. &nbsp;With strategic objectives set and communicated, your organization can then set OKRs (<a href="https://quantive.com/resources/articles/okr-meaning">objectives and key results</a>). These break down your strategic objectives even further by quantifying the specific outcomes different parts of the organization need to achieve. These also need to be communicated across the organization to ensure alignment. Where strategic objectives work on a yearly or multi-year timeline, tactical OKRs function on a quarterly or yearly basis. &nbsp;<h5>Strategic objectives and OKRs impact strategy execution by:&nbsp;</h5><ul><li>Plotting ambitious yet achievable goals to stretch the team’s capabilities while preserving morale.&nbsp;</li><li>Creating vertical alignment so everybody is working toward strategic objectives.&nbsp;</li><li>Enabling horizontal alignment so interdependencies between departments can be mapped out, increasing collaboration.&nbsp;</li><li>Boosting efficiency, engagement, prioritization, and focus through bottom-up involvement in goal setting.&nbsp;</li><li>Creating an outcome focused organization as opposed to activity which doesn’t generate results.&nbsp;</li></ul><hr>Learn more about <a href="/resources/articles/okrs-in-business" target="_blank" rel="noopener noreferrer">the benefits of OKRs for businesses</a><figure class="image image_resized" style="width:50%;"><a href="/resources/articles/okrs-in-business" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670703147/site-v5/OK_Rs_for_business_656a5f0108.png" alt="OKRs for business.png"></a></figure><hr><h3>Planning the work&nbsp;</h3>With strategic objectives and OKRs set and communicated, planning the governance and execution of work is next.&nbsp;<h5>A few things to consider during this phase are:&nbsp;</h5><ul><li>Culture design: Your operational culture must be transparent, continuously learning, and braced for constant transformation. This enables effective use of the OKR method and continuous adaptations. At the leadership level, there must be a shift from control and compliance to trust and transparency.&nbsp;</li><li>Organization architecture: Your organization structure needs to be adaptable to account for asynchronous, remote, and flexible ways of working.&nbsp;&nbsp;</li><li>Policies and procedures: Decision making should be made at the edge of the network: closer to the source of data and point of execution, as opposed to centrally. In the modern era, there’s no longer time to go up and down the chain of command to make decisions. Greater communication and transparency efforts need to be pushed to eliminate information silos and shadow organizations.&nbsp;&nbsp;</li><li>Playbooks and processes: Mapping out the strategies and tactics of the work to be done.&nbsp;</li><li>People: Deciding who will be doing what.&nbsp;&nbsp;</li><li>Tools: Choosing the right software tools to enable work. With the model, special emphasis is placed on connecting all your data sources for better observability and assessment.&nbsp;&nbsp;</li><li>Resource allocation: Setting budgets appropriately to meet different OKRs.&nbsp;&nbsp;</li><li>Programs and initiatives: Organizing work at a high level in conjunction with strategic objectives and OKRs. &nbsp;</li><li>Approaches to work: Deciding on how work will be carried out with task management, workflows, projects, sprints, etc.&nbsp;&nbsp;</li></ul>Effective work planning increases the efficiency of your strategy execution. Conducting work in the right manner means time and resources are saved through error reduction, in addition to faster and better work outputs.&nbsp;&nbsp;

As work is conducted, there needs to be continuous monitoring of both data and information. In a Modern Operating Model, monitoring incorporates and goes beyond traditional management check-ins and annual and quarterly performance reviews. KPIs are gathered from all parts of the business in addition to the application of the OKR method. Working in conjunction, <a href="https://quantive.com/resources/articles/okrs-vs-kpis">OKRs and KPIs</a> create a more powerful picture of what’s happening in the business and how it affects progress toward strategic goals.&nbsp;&nbsp;As part of the internal monitoring aspect of the model, KPIs are pulled from a connected technology stack to provide <a href="https://quantive.com/products/signals">business observability</a>. With the right tools, you can sync your KPIs to continuously update alongside your OKRs, in addition to gaining insight about potential risks and opportunities. To add to this, OKRs provide quantitative data in the form of key results and confidence assessments toward meeting objectives. They also provide qualitative information in the form of weekly OKR reviews and quarterly retrospectives.&nbsp;&nbsp;<hr>Learn more about <a href="https://quantive.com/resources/articles/okr-cycle" target="_blank" rel="noopener noreferrer">OKR reviews and retrospectives.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/okr-cycle" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611666/site-v5/The_OKR_Cycle_999afeea92.png" alt="The OKR Cycle.png"></a></figure><hr>External monitoring is also a necessary part of the model. This involves constant surveillance of your business environment to identify changes, threats, and opportunities. This could be in the form of <a href="/resources/articles/modern-operating-model-manifesto#new-trends-impacting-the-strategy-execution-gap" target="_blank" rel="noopener noreferrer">understanding megatrends</a> such as the next wave digitization or keeping tabs on startups that could potentially disrupt your space.&nbsp;Together, internal and external monitoring are used to compress learning feedback loops and boost business observability, which can then be used to make more accurate decisions about changes and adaptations to your strategy execution.&nbsp;

The next component of the model is doing the work. At the surface level, this involves the basics of completing tasks, inputs, transformations, and outputs. But under a Modern Operating Model, the essence of how the work is done is different.&nbsp;<h5>When applied correctly, the ideal state of work should look like this:&nbsp;</h5><ul><li>Fully engaged employees who expend discretionary effort to improve their craft and solve problems.&nbsp;</li><li>Collaboration and communication between teams to work toward common objectives.&nbsp;</li><li>Continuous learning and feedback based on regular OKR reviews and KPI observability.&nbsp;</li><li>Greater ownership and accountability of work through transparency.&nbsp;</li><li>Decisions made locally in a data-driven way.&nbsp;</li><li>Greater focus on outcomes, as opposed to tasks and activities.&nbsp;&nbsp;</li><li>More experimentation and embracing failure.&nbsp;</li><li>Recognition and reward based on merit and adherence to company values.&nbsp;&nbsp;</li></ul>Although this ideal state of work doesn’t happen overnight, the components of a Modern Operating Model are designed to optimize your strategy execution over time, bringing this ideal closer to reality over time.&nbsp;<hr>Learn about the intersection between <a href="https://quantive.com/resources/articles/okr-and-agile" target="_blank" rel="noopener noreferrer">OKRs and agile methodologies.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/okr-and-agile" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611666/site-v5/OK_Rs_and_Agile_3dd7e4cb90.png" alt="OKRs &amp; Agile.png"></a></figure><hr>

With the right data and information through business monitoring, assessments can be made to adapt strategy execution to help you stay the course. The process of assessing and adapting involves looking at the data and information you have collected, extracting the insights and narrative, and turning them into knowledge which can be used for decision making.&nbsp;&nbsp;At the macro level, the purpose of this component is to help you navigate the threats and opportunities of a fast-changing world. This means you may need to make changes to your destination and how to get there at a strategic level. In addition to the points mentioned above, these could include navigating changing economic, political and social conditions, adapting to innovation, and ESG (environment, social, and governance) concerns.&nbsp;&nbsp;At the micro level, you want to assess and adjust your strategy execution for:&nbsp;<ul><li>Overall effectiveness: Optimizing the different components of the model such as how work is done.&nbsp;</li><li>Progress towards OKRs: Looking at key results metrics for each objective and uncovering the reasons for possible underperformance. Deciding whether the OKRs set are still relevant in terms of achievability and being critical to current strategic objectives.&nbsp;</li><li>Internal warning signs: Gaining insight and foresight, as opposed to hindsight, about operational problems through AI and KPI data. This could be technical issues such as servers going down or business challenges such as a high churn rate among a customer demographic.&nbsp;&nbsp;</li><li>Internal opportunities: Spotting patterns and trends to map out new opportunities. For instance, looking at customer support data to identify unmet or emerging customer needs.&nbsp;</li></ul>As adaptability is central to the model, you will continuously adjust different components of your strategy execution based on the data and information you collect. You may only need to make small changes to a work tactic, for instance, or realize there is one threat or opportunity you need to focus on. But as time progresses and the business environment changes, you may need to adjust at the strategic level. Full adaptiveness of strategy execution at both the macro and micro level is the promise of The Modern Operating Model.&nbsp;

Optimizing your strategy execution is relevant to every company regardless of size, stage, or industry. Working together, all components of a Modern Operating Model boost alignment, focus, adaptability, and efficiency in your strategy execution.&nbsp;Through adopting The Modern Operating Model, you can better navigate the threats and opportunities of a fast-changing world, in addition to achieving your strategic goals faster. To learn more about the broader context, challenges solved, and opportunities of using a Modern Operating Model, we will be releasing a second part to this article.<hr>Quantive is your bridge between strategy and execution. Founded on the objectives and key results (OKR) methodology, <a href="https://quantive.com/products/" target="_blank" rel="noopener noreferrer">our Strategy Execution Platform</a> is where businesses plan successful strategy, focus and align teams to it, and stay on the leading edge of progress.As your company looks to achieve the best possible results, you need a modern approach to <a href="http://quantive.com/products/results" target="_blank" rel="noopener noreferrer">run your business</a> and <a href="http://quantive.com/products/signals" target="_blank" rel="noopener noreferrer">change your business</a>. <a href="http://quantive.com/modern-operating-model" target="_blank" rel="noopener noreferrer">The Modern Operating Model</a> brings strategy, teams, and data together to help make decisions faster, optimize operations, and drive better business outcomes.Whether you’re a large enterprise facing competitive disruption or a small business leading the innovative charge, Quantive helps gets you where you want to go.Ready to achieve the best possible? Start using <a href="https://quantive.com/products/results/pricing" target="_blank" rel="noopener noreferrer">Quantive for free</a>.

What is The Modern Operating Model?

The term strategy execution has been around for a long time, but what is it, and why are organizations (like Quantive) obsessed with it?<blockquote>Strategy execution, in theory, is self-explanatory — it’s how the strategic focus of an organization aligns with its decision-making and execution.</blockquote>Strategy is a living, breathing entity, not an A-to-Z journey. This means the process isn’t just about planning or executing a strategy. It must also be adapted and optimized, which informs a refreshed cycle of planning, alignment, and execution.Yes, the term “strategy execution” is both all-encompassing as a process and a stage within the process itself, lending to its hard-to-understand nature. &nbsp;So, where does strategy execution begin?&nbsp;

Understanding strategy execution is about clearly defining what it is and is not.<h3>Strategy execution is not one-directional</h3>Certain models break down the strategy execution process with visuals and charts to represent the flow of information in an organization. The problem is none of them can 100% accurately reflect the complexity of the process.Strategy execution as a concept is best compared to a cycle or a web, where interdependencies inform various stages of ongoing processes. Yet even with these illustrations, there is no widely adopted strategy execution model because it’s highly contextual to the organization’s needs.<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601655/site-v5/Strategy_execution_chart1_1a97f4ae8d.svg" alt="Morgan, Levitt &amp; Malek’s Strategic Execution Framework"><figcaption><a href="https://www.bl.uk/britishlibrary/~/media/bl/global/business-and-management/pdfs/non-secure/s/y/n/synthetic-strategy-implementation-model.pdf" target="_blank" rel="noopener noreferrer">Morgan, Levitt &amp; Malek’s Strategic Execution Framework</a></figcaption></figure><h3>Strategy execution is not turning on the lightbulb</h3>If strategy execution was an all-or-nothing, flip-the-switch concept, it might not be a huge struggle for organizations.&nbsp;<blockquote>“70% of chief strategists express little confidence in their ability to close the gap between strategy and execution.” — Gartner</blockquote>In reality, strategy execution is like building a fire — it requires constant attention and input to stay alive.Strategy execution is a collaborative process, requiring focus and iteration to succeed. While top-level leaders can communicate strategy, your managers or teams may not understand it. As <a href="https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it" target="_blank" rel="noopener noreferrer">Harvard Business Review </a>notes, aligning your organization from top to bottom (traditionally) doesn’t mean they operate well cross-functionally.Leaders can’t just plan the strategy and cascade it down the organizational line. Strategy execution is a never-ending process of planning, alignment, execution, and optimization.&nbsp;<h3 style="margin-left:0px;">Strategy execution is not simple</h3>We didn’t title this article, “4 Simple Stages to Strategy Execution” for a reason. Strategy execution is complicated by nature. Take <a href="https://www.bl.uk/britishlibrary/~/media/bl/global/business-and-management/pdfs/non-secure/s/y/n/synthetic-strategy-implementation-model.pdf" target="_blank" rel="noopener noreferrer">Kaplan &amp; Norton’s Strategy Execution Model,</a> with its distinct stages, complex information flow, and interdependencies:&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601655/site-v5/Strategy_execution_plan_0e4f38cd2f.svg" alt="Kaplan &amp; Norton’s Strategy Execution Model"><figcaption><a href="https://www.bl.uk/britishlibrary/~/media/bl/global/business-and-management/pdfs/non-secure/s/y/n/synthetic-strategy-implementation-model.pdf">Kaplan &amp; Norton’s Strategy Execution Model</a></figcaption></figure>With constantly moving processes, communication through hierarchies, and its overall subjective nature, strategy execution is an in-depth process for any sized organization. But mastering your strategy execution process begins with making the complicated simple.At Quantive, we break it down into four distinct stages:<ol style="list-style-type:decimal;"><li>Strategy planning</li><li>Strategy alignment and activation</li><li>Strategy execution</li><li>Strategy assessment and adaptation&nbsp;</li></ol>

Planning strategy is the foundational step in the strategy execution process. Without an agreed-upon definition and plan for your strategy, the vision is unclear. Basically, your teams can’t go anywhere unless you decide on where you’re going.Strategy planning can be observed in three areas — corporate strategy, business strategy, and functional strategy. Each of these areas is imperative to an effective strategy execution process.&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601655/site-v5/Corporate_Buisness_Strategy_Chart3_dbace9b1b9.svg" alt="Corporate Buisness Strategy Chart3.svg"></figure><h3>Corporate strategy</h3>Corporate strategy is the “top-level” strategy that guides the organization. This is where strategy mapping, visualization, and vision-mission development occurs. This complex, foundational step ultimately determines the trajectory of your business.&nbsp;To establish a thriving corporate strategy, a few simple, but important questions must be answered:<ol><li>What business should our company be in? (Niche)</li><li>What distinguishes us as a company? (Vision)</li><li>What are our company's comparative advantages? (Strength)</li></ol>These questions help your company understand its identity and pursuits:<ul><li>How the business is being run</li><li>The goals and objectives of the business</li><li>Which markets the business enters</li><li>How success is defined</li><li>Who is hired and why</li><li>How the budget is being created/spent&nbsp;</li></ul><h3 style="margin-left:0px;">Business strategy</h3>Business strategy is the middle ground between corporate functional execution. It establishes and coordinates the positioning of the organization by applying the mission and vision to your organization’s competitive landscape. &nbsp;Business strategy explores the questions centered on value, like:<ul><li>Where is our primary area of focus?</li><li>Why will our customers benefit from this competitive focus?</li><li>What about this focus ensures we have a unique value proposition?</li></ul>If corporate strategy is focused on the internal environment, business strategy is focused on the external.&nbsp;Shaping and leveraging value creation impacts how functional strategy is developed — investing in a sound business strategy is key to your team executing as effectively as possible.&nbsp;<blockquote>Improperly positioned firms encounter competitive difficulties and can fail to sustain competitive advantages.&nbsp;— <a href="https://resources.saylor.org/wwwresources/archived/site/textbooks/International%20Business.pdf" target="_blank" rel="noopener noreferrer">Saylor.org</a></blockquote><h3>Functional strategy</h3>With the second-tier business strategy created, functional strategy has its foundation.Functional strategy is broken down into the departments, teams, and initiatives in an organization where the work is done.&nbsp;<blockquote>Separate areas of the business require different strategies, informed by their unique goals and aspirations as well as the set of values, needs, and desires of the department.</blockquote>VPs and managers influence the key decisions in functional strategy. They have the responsibility of bridging functional strategy to the business and corporate strategy.&nbsp;Without this alignment, organizations experience an operational disconnect. While the functional strategy should meet the department's unique needs, it must connect to and impact the corporate and cross-departmental strategies.<h4>Functional strategy example</h4>Let’s take this one step further by examining how marketing and sales teams may work together. At the strategic level, they may share and depend on aligned information like: &nbsp;<ul><li>The organization’s value proposition</li><li>The ideal customer profile (ICP) &nbsp;</li><li>How the organization delivers value for the ICP</li></ul>It makes sense for these departments to align their strategies, as they work with similar goals in mind. When functional units align their strategies, their impact compounds.&nbsp;The collective functional strategy funnels up to the corporate strategy, forming a collaborative organizational strategy with multiple levels of alignment.&nbsp;<hr>Learn&nbsp;more&nbsp;about&nbsp;the <a href="https://quantive.com/products/results/plan" target="_blank" rel="noopener noreferrer">role of planning</a> in&nbsp;strategy&nbsp;execution.<figure class="image"><a href="https://quantive.com/products/results/plan" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632159/site-v5/visual_mini_SE_Plan_Dark_BG_4d07b0c24c.svg" alt="mini strategy execution plan diagram"></a></figure><hr>

In an ideal world, top-level leaders know exactly how the strategy is being deployed, it’s perfectly understood by managers and team members, and execution falls into place.&nbsp;In the real world where you and I operate, most of the organization doesn’t know the strategy, creating an impossible dynamic for alignment.Luckily, the strategic alignment and activation phase tests how your teams are coordinating on goals before the entire organization executes.&nbsp;<blockquote>Alignment and activation encompass all decisions and activities required to drive corporate and business level strategies to the execution phase.</blockquote>During alignment and activation, corporate strategic goals are broken down at the business level. Leaders set goals aligned with the corporate strategy and progress the goals of the business strategy, and teams focus on the metrics and outcomes that matter.Here are a few key elements to consider when aligning and activating strategy.&nbsp;<h3 style="margin-left:0px;">The parallel between strategy alignment and activation&nbsp;</h3>Although we combine the strategy alignment and activation phases, they are two unique aspects of the strategy execution process. It helps to conceptualize them as parallels to each other — separate, but co-dependent. &nbsp;Creating a clear set of values, advantages, customer demographics, etc. in the strategy planning phase is a great accomplishment. However, if this strategy can’t be activated, it’s useless for the business.<blockquote>The space between aligning a strategy and practically activating your teams to execute the strategy is a challenge for all businesses.&nbsp;</blockquote>Enterprises struggle with scaling strategy, start-ups struggle with maintaining a focus for strategy, and scale-ups fall somewhere in the middle. &nbsp;A clear approach to alignment and activation shrinks this gap, and as a result, different strategic initiatives can be tested and implemented with a smaller lag.&nbsp;<h3 style="margin-left:0px;">Building strategic timelines</h3>Timing is a crucial, underrated element in strategy activation. As business leaders, we’re focused on the “what” and “why” of strategy, but sometimes forget about “when” — a worldwide pandemic should teach us that the dynamic of timing should be a consideration for every business in every industry.Building timelines around decision-making is a crucial step in transitioning from strategy activation to execution. Important questions to consider for building strategic timelines:<ol><li>What do we do now? Why?</li><li>What can wait for later? What should wait for later?</li><li>How much time should X element of strategy take? Y element?</li></ol>Knowing the business’s distinct value and comparative advantages — defined in corporate strategy — helps answer these questions. As <a href="https://files.eric.ed.gov/fulltext/ED492245.pdf" target="_blank" rel="noopener noreferrer">Executing Organizational Strategy </a>explains, well-informed timing helps the business leverage its strengths and understand market opportunities.Timing is the underutilized strategic advantage. &nbsp;<h3 style="margin-left:0px;">A note on targets and goals in strategy</h3>Knowing the difference between operational effectiveness and efficiency is crucial to maintaining focus on strategy deployment.&nbsp;<blockquote>Targets and goals demonstrate the effectiveness of your strategy, but they are not the strategy itself.&nbsp;</blockquote><a href="https://pmbooks.pmguruonline.com/PDF/Seven_Steps_to_Startegy_Exceution.pdf" target="_blank" rel="noopener noreferrer">Seven Steps to Strategy Execution </a>notes that targets and goals such as speed, quality, and efficiency are not to be confused with strategies. These outcomes are the result of a well-executed strategy and may give insight into your strategy execution process.&nbsp;Performance management indicators, such as <a href="https://quantive.com/resources/articles/okrs-vs-kpis" target="_blank" rel="noopener noreferrer">OKRs and KPIs,</a> should be incorporated as part of the strategy planning process —a data-driven approach to tracking and monitoring these indicators primes your strategy execution for success. &nbsp;<hr>Learn&nbsp;more&nbsp;about&nbsp;the <a href="https://quantive.com/products/results/align-and-activate" target="_blank" rel="noopener noreferrer">role of alignment </a>in&nbsp;strategy&nbsp;execution.<figure class="image"><a href="https://quantive.com/products/results/align-and-activate" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Align_Dark_BG_2ddbe75feb.svg" alt="visual_mini-SE-Align_DarkBG.svg"></a></figure><hr>

Strategy execution is the culmination of the hundreds (if not thousands) of decisions made in the planning and alignment/activation phases.&nbsp;<blockquote>Effective strategy execution starts with everyone at each level of the business — c-suite leader, VP, mid-level manager, or functional contributor — understanding and aligning with the corporate strategy.</blockquote>Information in this process flows freely from unit to unit, top-to-bottom, and bottom-to-top with little friction. But how does strategy become execution? &nbsp;<h3 style="margin-left:0px;">Connection and cross-functional communication</h3>As we’ve mentioned before, strategy shouldn’t exist in a silo or only in c-suite leaders’ minds — team members need a bridge to strategy. They must feel the strategy is connected to their work, so they can create work that connects to the strategy.Culture grows when alignment happens between people and process. The only way this happens is when strategy is no longer a vague concept or idealistic aspiration, but a practical conductor for how the organization operates. &nbsp;&nbsp;However, a thriving culture built around strategy doesn’t always mean the execution is aligned. While most leaders focus on top-to-bottom alignment, one of the biggest struggles for organizations is cross-functional alignment. &nbsp;The problem stems from goal cascading and a narrow focus on vertical alignment. Poor support for cross-functional commitments, due to strategic tunnel vision, inhibits alignment horizontally where the real work is done. So, what’s the solution? &nbsp;<blockquote>Successful strategy execution depends on two factors: a focus on the right strategic goals and the freedom granted to all parts of the organization.&nbsp;— <a href="https://profilebooks.com/wp-content/uploads/wpallimport/files/PDFs/9781846686054_preview.pdf" target="_blank" rel="noopener noreferrer">Successful Strategy Execution</a></blockquote>According to <a href="https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it" target="_blank" rel="noopener noreferrer">Harvard Business Review, </a>there are four fundamental building blocks to effective strategy execution:<ol><li>Information flow</li><li>Decision rights</li><li>Motivators</li><li>Structures</li></ol><h4>Information flow</h4>Supported by autonomous communication. Leadership clearly communicates the corporate strategy, and team members communicate the plan for its execution.<h4>Decision rights</h4>Clarity on delegation and authority. Managers know who is responsible for which decisions, reducing ambiguity and second-guessing on execution.<h4>Motivators</h4>Enabled by improved information flow and decision rights. Motivators revolve around performance rewarding and other methods of incentivization.<h4>Structures</h4>Supported by clarity on information flow and decision rights. Structures involve building accessibility into company operations, enabling responsibility growth, lateral movement, and guaranteed influence. &nbsp;<h3 style="margin-left:0px;">Building strategy execution that scales</h3>Incorporating a detailed strategic process is the gateway to scalability. However, process for the sake of process creates inefficiencies and organizational rigidness.&nbsp;Process needs strategy as much as strategy needs process.<blockquote>Strategy must be monitored and linked through the hierarchy — corporate to business, business to team level, and so on — to ensure the right people are executing the right strategy at the right pace.&nbsp;</blockquote>Properly investing in the building and oversight of process requires time, budget, and labor dedication on every front. Having advocates and manpower in process management is the best way to build effective, scalable strategy. &nbsp;<h3 style="margin-left:0px;">Strategy management and governance&nbsp;</h3>Strategy execution can feel endlessly deep and complicated. (We’re not going to overwhelm you with that here, but make sure to check out our <a href="https://quantive.com/resources/articles/strategy-execution-tips" target="_blank" rel="noopener noreferrer">7 Tips for Better Strategy Execution).</a> Regardless of the number of steps in strategy, teams need help staying in line with it, which is where governance comes into play.&nbsp;It won’t do your organization any good to say, “Here’s the strategy, please follow it,” but fail to check in or manage it. If people followed every direction given to perfection, we wouldn’t be writing this article.Strategy execution governance is derived from strategy management. Management is an ongoing part of the entire strategy execution framework, emphasized in the execution phase. Strategy management involves:<ul><li>Developing time-bound goals and objectives</li><li>Incorporating initiatives into goals</li><li>Ensuring these initiatives align with the corporate/business/functional strategy</li></ul>&nbsp;Whether it’s one person or an entire team, businesses must connect strategy with performance to ensure strategic guidance is being followed.<hr>Learn&nbsp;more&nbsp;about&nbsp;the <a href="https://quantive.com/products/results/execute" target="_blank" rel="noopener noreferrer">role of execution </a>in&nbsp;strategy&nbsp;execution.<figure class="image"><a href="https://quantive.com/products/results/execute" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Execute_Dark_BG_99a8b4907e.svg" alt="visual_mini-SE-Execute_DarkBG.svg"></a></figure><hr>

Optimization is the never-ending last stage of strategy execution — the place where good strategy becomes great strategy.<blockquote>Companies that create tight links between their strategies, their plans, and their performance often experience a cultural multiplier effect.&nbsp;— <a href="https://hbr.org/2005/07/turning-great-strategy-into-great-performance" target="_blank" rel="noopener noreferrer">Harvard Business Review</a></blockquote>Strategy optimization requires critical thinking, reflection, and data analysis involving multiple levels of the organization. When looking at this stage, ask yourself:<ul><li>How does our information flow through the organization? &nbsp;</li><li>Where are the gaps in our strategy implementation and execution? &nbsp;</li><li>How can we eliminate resource waste by shifting/dropping/adding initiatives?</li></ul>To answer the questions of optimization, we must look at the full scale of strategic processes in the organization, also known as SPM (Strategic Performance Management).<h3>SPM Processes</h3>The chart below from Seven Steps to Strategy Execution illustrates different components of SPM:<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601655/site-v5/SPM_Processes_f7d505ee40.svg" alt="SPM Processes.svg"><figcaption><a href="https://pmbooks.pmguruonline.com/PDF/Seven_Steps_to_Startegy_Exceution.pdf" target="_blank" rel="noopener noreferrer">Seven Steps to Strategy Execution</a></figcaption></figure>While this image is a bit busy, let’s break down the SPM process and what each pillar means. &nbsp;Strategy management involves definition, deployment (formulation), execution, and optimization. It is the traditional governance system that connects planning and performance.Portfolio management covers the inventory, analysis, execution, and monitoring of the organization’s resources. Resources affect the business’s strategic emphasis, so portfolio optimization and strategy optimization are symbiotic.Program management involves the collection of projects that feeds into the strategic goals of the organization. Projects are functional initiatives that move the needle, while programs organize and align these projects.Performance management is more granular by comparison. Tied directly to the execution phase, performance measurement creates a unique strategic cycle that overlaps with overall strategy optimization.&nbsp;<h3 style="margin-left:0px;">Why does SPM matter for strategy assessment and adaptation?</h3>As the SPM chart above demonstrates, certain (bolded) processes are critical to the strategy execution process. Reviewing processes that are equally different and important allows for a balanced approach to strategy optimization.<blockquote>In principle, strategy adaptation is simply plugging the data and insights from the very “end” of the strategy cycle — execution — into the “top” half of the strategy funnel: definition and deployment.&nbsp;</blockquote>Leaders use the data to reflect on the effectiveness of the defined strategy, identify weaknesses and opportunities in deployment, and endless other possibilities to close the gap between strategy and execution.&nbsp;<hr>Learn&nbsp;more&nbsp;about&nbsp;the <a href="https://quantive.com/products/results/assess-and-adapt" target="_blank" rel="noopener noreferrer">role of assessing and adapting </a>in&nbsp;strategy&nbsp;execution.<figure class="image"><a href="https://quantive.com/products/results/assess-and-adapt" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Adapt_Dark_BG_f443ca8ecf.svg" alt="visual_mini-SE-Adapt_DarkBG.svg"></a></figure><hr>

Strategy execution isn’t simple, but you don’t have to go it alone. Understanding the phases of strategy execution and how they relate to one another is a great first step.In this article, you’ve learned about the four distinct phases of strategy execution and their interdependencies.<h3>Plan</h3>Planning the strategy is an honest conversation about the organization’s direction.<h3>Align and activate</h3>Aligning and activating the strategy is the tactical setup that bridges strategy to execution.<h3>Execute</h3>Executing the strategy is decision-making aligned with each level of the hierarchy.<h3>Assess and adapt</h3>Assessing and adapting the strategy is improving process at scale.You now know how these phases overlap, the importance of each, and how to connect the concept of strategy to practical execution. By reading this overview, you’ve got the necessary foundation for understanding strategy execution.&nbsp;Now it's time to take this understanding to the next level.<hr>Check out our “Read Next” article to learn the <a href="https://quantive.com/resources/articles/strategy-execution-tips" target="_blank" rel="noopener noreferrer">best tips for better strategy execution.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/strategy-execution-tips" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611665/site-v5/article_7_tips_for_strategy_execution_9eb5d4730d.png" alt="article-7 tips for strategy execution.png"></a></figure><hr>Quantive is your bridge between strategy and execution. Founded on the objectives and key results (OKR) methodology, <a href="https://quantive.com/products/" target="_blank" rel="noopener noreferrer">our Strategy Execution Platform</a> is where businesses plan successful strategy, focus and align teams to it, and stay on the leading edge of progress.As your company looks to achieve the best possible results, you need a modern approach to <a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer">run your business</a> and <a href="https://quantive.com/products/signals" target="_blank" rel="noopener noreferrer">change your business.</a><a href="http://quantive.com/modern-operating-model" target="_blank" rel="noopener noreferrer"> The Modern Operating Model </a>brings strategy, teams, and data together to help make decisions faster, optimize operations, and drive better business outcomes.Whether you’re a large enterprise facing competitive disruption or a small business leading the innovative charge, Quantive helps get you where you want to go.Ready to achieve the best possible? Start using <a href="https://quantive.com/products/results/pricing" target="_blank" rel="noopener noreferrer">Quantive for free.</a>

The 4 Stages of Successful Strategy Execution

Maybe this sounds familiar:After months (or even years) of meetings upon meetings, a CEO and her team finalize an ambitious strategy. They sell the vision to the board and roll out the details to employees with excitement, generating much fanfare. They work in eager anticipation, watching for all of the moving parts to click into place.&nbsp;The months tick by. Then, as data on the results begin to roll in, the team discovers that those results are lackluster at best. The plan never came to fruition. Energy wanes, leadership loses traction with employees, and everyone loses confidence. It’s hard to muster fresh hope for the next round of strategic planning.If that hits close to home, know you’re not alone.&nbsp;<ul><li>Faltering strategy execution is the&nbsp;<a href="https://www.amanet.org/articles/what-is-strategy-execution/">#1 concern</a> of CEOs and&nbsp;<a href="https://www2.deloitte.com/us/en/pages/finance/articles/cfo-insights-solving-for-execution-risk.html">#1 risk identified by CFOs</a>&nbsp;</li><li>Slow strategic execution is&nbsp;<a href="https://www.gartner.com/smarterwithgartner/the-five-pillars-of-strategy-execution" target="_blank" rel="noopener noreferrer">a leading frustration</a> for executives year after year</li><li><a href="https://www.gartner.com/smarterwithgartner/3-ways-keep-managers-aligned-corporate-strategy" target="_blank" rel="noopener noreferrer">70%</a> of strategists are concerned they’re not&nbsp;able to close the strategy execution gap, despite believing that execution is more important now than it was pre-pandemic</li></ul>The gap between strategy and execution looks more like a black hole when you take a broader view. A&nbsp;<a href="https://www.strategyand.pwc.com/gx/en/unique-solutions/cds/the-strategy-crisis.pdf" target="_blank" rel="noopener noreferrer">survey of 6,000 executives</a> from companies of varying sizes, locations, and industries revealed:&nbsp;<ul><li>Only 1 in 3 leaders agree their company has a “well-defined” strategy</li><li>Only 1 in 3 believe their strategy will be ultimately successful</li><li>Less than 1 in 3 believe their organization has the capabilities to execute its strategy</li><li>20% admit their company doesn't document strategic priorities</li><li>40% of companies are classified as “adrift”&nbsp;in terms of strategy and execution</li></ul>Are these business leaders — who for the most part do&nbsp;not see a bright future for their organization — just overly cautious? More afraid than the average executive?Unfortunately, the answer is no.A study published in the Journal of Management and Organization reveals these executives’ fears are not unfounded. Just&nbsp;<a href="https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/abs/strategy-implementation-what-is-the-failure-rate/6A048C7CC0D46D8CA22C6D4375CFC4BA" target="_blank" rel="noopener noreferrer">10%</a> of strategic plans are ever fully implemented. If you’re part of that 90% and feel like you can’t get stuff done — like you’re left wondering “Where exactly is the breakdown?”&nbsp;— then keep reading.Let’s start at the beginning. What will it take to start closing the gap?&nbsp;<hr>Don't have time to read the full article now? <a href="https://info.quantive.com/hubfs/Quantive_Guides/How_Top_Companies_Close_the_S%D0%95_Gap.pdf" target="_blank" rel="noopener noreferrer">Download the pdf</a> and save for later.<figure class="image image_resized" style="width:50%;"><a href="https://info.quantive.com/hubfs/Quantive_Guides/How_Top_Companies_Close_the_S%D0%95_Gap.pdf" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1671870084/site-v5/close_SE_gap_aa7fcf0230.png" alt="How Top Companies Close the Strategy Execution Gap"></a></figure><hr>

Strategy execution is&nbsp;creating a plan for how to best accomplish an objective (the strategy), then putting that plan into action (the execution). It’s meeting organizational goals on time, on budget, and on target. Of course, this is&nbsp;much easier said than done.&nbsp;Execution may involve any or all of the following:<ul><li>Identifying and allocating the resources needed to meet the objective(s)</li><li>Translating the strategic plan into concrete steps for all levels in the organization</li><li>Assigning roles, responsibilities, and deadlines</li><li>Prioritizing and reprioritizing, then clearly communicating the changes</li><li>Determining how to best measure success</li><li>Tracking progress with data</li><li>Inevitably deviating from the original plan</li></ul><figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601506/site-v5/stat_77_SE_5853209fb5.svg" alt="organizations with successful growth strategies increase profitability by 77%"></figure>But for those who don’t, well… what goes wrong in the first place?<hr>Learn more about <a href="https://quantive.com/resources/articles/strategy-execution" target="_blank" rel="noopener noreferrer">The 4 Stages of Successful Strategy Execution.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/strategy-execution" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611665/site-v5/4_stages_of_successful_strategy_execution_1c658351c6.png" alt="4 stages of successful strategy execution.png"></a></figure><hr>

There's truth in the cliche, “failing to plan is planning to fail.”&nbsp;Research from the Harvard Business Review shows that the&nbsp;<a href="https://hbr.org/2015/12/5-ways-to-close-the-strategy-to-execution-gap" target="_blank" rel="noopener noreferrer">highest-performing executive teams invest 54% more time in setting initial direction</a>, crafting their vision, and transcribing it into clear, tangible objectives&nbsp;before moving to action.They then spend an additional 25% more time focusing on the&nbsp;practical and&nbsp;procedural&nbsp;aspects of the plan – things like establishing financial and operational metrics, correlating objectives with strategy, assigning resources, and reviewing key metrics.<blockquote>What does that tell us? Execution starts before anyone moves a muscle.&nbsp;</blockquote>Teams who fail to close the strategy execution gap often have some or all of the following blind spots:<ul><li>Failing to align the strategy with company vision and values</li><li>Poorly defining priorities, and/or having too many of them</li><li>Basing plans on faulty assumptions over facts (i.e. bad data or poor interpretation)</li><li>Neglecting to translate objectives into clear and actionable steps</li><li>Allocating insufficient resources (e.g. time, money, talent)</li><li>Failing to communicate consistently (leading to disengagement or misaligned targets)</li><li>Inadequately training, supporting, and resourcing managers&nbsp;</li><li>Creating a rigid plan that blocks employee ownership, ingenuity, and flexibility</li><li>Failing to assess along the way (e.g. checking benchmark data, employee sentiment, and customer satisfaction at key intervals)&nbsp;</li><li>Not adequately planning for necessary pivots</li><li>Ignoring employee sentiment and well-being (cynicism, disengagement, and change fatigue often arise from poorly-nurtured company culture)</li></ul>

As you can see, there are a lot of reasons why companies fail at strategy execution. But we're here to help you succeed. Let’s take the shortcomings and failures of strategy execution and reframe them as a must-do punch list.&nbsp;We’ll dig deeper into each of these as we go:<ul><li>Step 1: Align execution to strategy</li><li>Step 2: Share priorities widely</li><li>Step 3: Measure outcomes, not activities</li><li>Step 4: Make progress (or a lack thereof) visible</li><li>Step 5: Course correct quickly</li><li>Step 6: Embrace a growth mindset</li></ul>

It’s tempting to think that a great plan naturally leads to clear action steps. But that’s not a given.&nbsp;<ul><li><a href="https://www.strategyand.pwc.com/gx/en/unique-solutions/cds/the-strategy-crisis.pdf" target="_blank" rel="noopener noreferrer">74% of executives</a> admit their strategies are not well-translated into concrete actions</li><li><a href="https://www.gartner.com/smarterwithgartner/the-five-pillars-of-strategy-execution" target="_blank" rel="noopener noreferrer">67% of integral functions</a> in most organizations&nbsp;aren’t aligned with corporate strategy (wasted labor)</li><li><a href="https://www.strategyand.pwc.com/gx/en/unique-solutions/cds/the-strategy-crisis.pdf" target="_blank" rel="noopener noreferrer">74%</a> of executives say their organization’s strategy asks employees to focus on too many priorities</li><li><a href="https://www.strategyand.pwc.com/gx/en/unique-solutions/capabilities-driven-strategy/approach/research-on-strategy.html" target="_blank" rel="noopener noreferrer">79%</a> of executives are concerned their organization doesn’t allocate sufficient resources to implement their strategy</li></ul>The bottom line? Even the best employees will miss the mark if their leaders aim them at the wrong targets.<blockquote>Alignment is what happens when everyone in the organization — from top to bottom — understands the plan of execution and knows what to aim for.&nbsp;</blockquote>It means you can release your team of talented, intrinsically-motivated workers to do what they do best. So, assuming you’ve got a first-rate strategy already in hand, how do you translate it into action that stays true to your goals? It starts with a plan.&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601507/site-v5/Align_execution_to_strategy_fbabd59f96.svg" alt="Align execution to strategy 7-step chart"></figure><h3>1. Clearly define priorities&nbsp;&nbsp;&nbsp;</h3>If&nbsp;everything is a priority, then&nbsp;nothing is a priority. Make it clear to everyone involved what is&nbsp;most important. Your goal is to focus&nbsp;your employees’ energy into a concentrated stream.&nbsp;Check, and continually re-check, that the priorities are moving your organization toward its vision.&nbsp;<h3>2. Make those priorities actionable &amp; measurable&nbsp;&nbsp;&nbsp;</h3>You see it everywhere because it’s true — what gets&nbsp;measured gets&nbsp;managed. Providing numerical, time-bound&nbsp;reference points is the only way to know if you’re on track.&nbsp;Adopt a framework for defining what success looks like in the end (like <a href="https://quantive.com/resources/articles/okr-meaning" target="_blank" rel="noopener noreferrer">OKRs</a>), then another one for measuring it as you go (like key performance indicators or <a href="https://quantive.com/resources/articles/okrs-vs-kpis" target="_blank" rel="noopener noreferrer">KPIs</a>).&nbsp;<h3>3. Identify the resources, infrastructure, and support required&nbsp;&nbsp;&nbsp;</h3>You can’t just execute out of thin air. Many great plans have been brought down by a failure to wisely allocate resources. So align your&nbsp;spending with your&nbsp;strategy.&nbsp;A few critical questions asked early on can help: What will it take to see these objectives become reality? New technology? Additional training? More people? Increased funding for a particular geographical region or department?&nbsp;<h3>4. Develop a communication plan that spans the strategy’s life cycle&nbsp;&nbsp;&nbsp;</h3>Do the right people have the right information at the right time? From rollout to review, alignment depends in large part on communication. We’ll be taking a closer look at this in a moment.&nbsp;<h3>5. Invest in people and culture&nbsp;&nbsp;&nbsp;</h3>Your execution plan is only as strong as your people are talented. As you develop the action steps of your strategy, consider what has historically motivated and connected your employees. Leveraging cultural capital helps ensure your strategy makes it all the way through to execution.<h3>6. Adapt or die&nbsp;&nbsp;&nbsp;</h3>Have you planned for pivots based on continuously gathered data and feedback? Remaining aligned during execution means embracing inevitable change. So create the necessary structures for tracking progress and adjusting&nbsp;before getting started.<h3>7. Evaluate and reward success&nbsp;&nbsp;&nbsp;</h3>This is where strategy comes full circle. In order to stay aligned in execution, you must keep those clearly-defined priorities front and center. But what will you do once you get there?&nbsp;Buy-in for the next strategic plan will be conditioned on how well you care for (and recognize) employees in the execution of this one.<blockquote>The most successful senior teams are agile in course-correcting when the needs of the business change, and are more easily prepared to shift organizational resources to ensure&nbsp;that the strategy is executed. —&nbsp; <a href="https://hbr.org/2017/11/how-the-most-successful-teams-bridge-the-strategy-execution-gap" target="_blank" rel="noopener noreferrer">Harvard Business Review</a></blockquote>

It’s hard for employees to feel invested in what they don’t know or don’t understand.&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601506/site-v5/stat_2_SE_4557c6dd04.svg" alt="67% of employees don't know how strategy connects to work, 95% of employees don't understand strategy at all, 4 in 5 executives recognize this gap"></figure>That’s why executives who are at the top of their performance game spend <a href="https://hbr.org/2017/11/how-the-most-successful-teams-bridge-the-strategy-execution-gap" target="_blank" rel="noopener noreferrer">12% more time</a> creating alignment through frequent communication. They break strategy into pieces, then push messages of clear, practical steps downward throughout the entire organization. The power of clear communication just can’t be oversold.<h3>Here are some things to think about as you develop your communication plan:</h3><h4>Why communicate</h4>If the vast majority of organizational members don’t understand what the strategy is or how it impacts them, they won’t be able to execute it.&nbsp;This first step in strategy execution is being transparent about what your organizational objectives are, why they’re important, and how you plan to achieve them. It also builds trust between company leaders and team members.<h4>What to communicate</h4>The answer is&nbsp;everything you can. Err on the side of sharing&nbsp;more rather than&nbsp;less. A few things you'll want to communicate:&nbsp;<ul><li>Company vision</li><li>Targets</li><li>Roles and responsibilities</li><li>Leadership structures</li><li>Timelines</li><li>Process maps</li><li>Opportunities for reward</li></ul>While this is not an exhaustive list, it's a great starting point.<h4>With whom to communicate</h4>Start with managers, leaders, and influencers. Cast your vision, share the strategy, check for understanding, invite buy-in, and release them to steer others.&nbsp;The goal is to equip leaders with all the details they may need to empower teams.<h4>How to communicate</h4>The more outlets you use, the more people will likely receive the message. Use everything from all-hands meetings, 1-on-1s with managers, emails, and Slack to make sure things are communicated clearly.&nbsp;Hone your language to a fine point. It should be exceptionally clear, concise, and empowering.&nbsp;<h4>When to communicate</h4>Through&nbsp;all stages of the plan, from pre-rollout through the recap. Your communication plan for every phase should be established before you ever say a word to employees about what’s coming.<h4>How often to communicate</h4>Repetition is key. Communicate more often than you think you need to.

Outcomes are evidence. Activities — those day-to-day tasks being executed by individuals in your organization — do matter; but they will&nbsp;never, on their own, indicate how close you are to meeting your goals.This is where <a href="https://quantive.com/resources/articles/okr-meaning" target="_blank" rel="noopener noreferrer">a framework like OKRs</a> comes in. In addition to defining the end goal (or objective), you also define the evidence (the key results) that indicates whether or not that goal has been met.&nbsp;Then, and only then, is it time to draw the line between Point A (the objective) and Point B (the key results) and decide which activities will help you get there.<h3>An example of OKRs in action&nbsp;</h3>Let’s say the executive team’s strategy includes global expansion. They create a clear, actionable objective that will move their organization in that direction:<ul><li>Objective:&nbsp;“We will have an established presence in the Australian market.”&nbsp;</li></ul>Next, they offer numerical waypoints tied to a time frame:<ul><li>Key result 1: Host X number of events with prospective customers by December 2023</li><li>Key result 2: Hire X number of employees to support operations by July 2023</li><li>Key result 3: Complete X number of transactions in our Australian branch by July 2023</li></ul>Things like the type of events, who will be on the guest list, what defines the best new employee, and how transactions will be processed are all things you'll figure out. For now, what matters is that the ultimate end result (the objective) has been set, and the evidence of success (the key results) has been determined.From there, managers develop sub-objectives with their teams:&nbsp;“Our team will secure a location and initial staff in Sydney by October of 2022.”&nbsp;Managers then meet with individual reports to collaboratively set personal goals and establish metrics of success.&nbsp;“Employee X will hire 12 tellers and two managers by Q3 2023.”&nbsp;That employee is then empowered with trust, freedom, and resources to control the&nbsp;way&nbsp;the work happens. Your manager checks in at least weekly through a 1-on-1 meeting to offer support, coaching, and progress checks.<blockquote>“Good ideas with great execution are how you make magic. And that’s where OKRs come in… OKRs have helped lead us to 10x growth, many times over…They’ve kept me and the rest of the company on time and on track when it mattered the most.” — <a href="https://www.cnbc.com/2018/08/14/this-goal-setting-method-is-used-by-bill-gates-larry-page-and-bono.html" target="_blank" rel="noopener noreferrer">Larry Page</a>, co-founder of Google</blockquote>

Ongoing reporting empowers faster, smarter pivoting with less waste of time and resources. That’s why high-performing teams spend&nbsp;<a href="https://hbr.org/2017/11/how-the-most-successful-teams-bridge-the-strategy-execution-gap" target="_blank" rel="noopener noreferrer">14% more time</a> measuring progress against strategic goals by checking key metrics, then adjusting resources in response.Ask the right data and feedback questions during strategy execution planning:<ul><li>What data do we need to track progress toward OKRs?&nbsp;</li><li>What do we&nbsp;not need?</li><li>Who will gather, interpret, and share these numbers? How often?</li><li>How will we share progress with everyone involved?</li></ul>For example,&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/performance-management-in-agile-organizations" target="_blank" rel="noopener noreferrer">at Google</a>, all OKRs (including executives) are completely visible to every employee. This kind of <a href="https://quantive.com/resources/articles/okrs-in-business" target="_blank" rel="noopener noreferrer">transparency in OKRs has several benefits:</a><ul><li>Creates a collaborative mindset</li><li>Highlights interconnectedness among teams and departments</li><li>Fuels urgency</li><li>Keeps the big picture front and center</li></ul>Make progress data and objectives as widely visible as you can, then lean into employee and customer feedback. That’s what keeps strategy execution tied to reality and makes adaptation possible.<blockquote>“When team members are armed with clean, accurate, relevant, actionable data, presented in an easily consumable format, they’re equipped to make daily decisions that advance the organization towards its objectives — present and future.” — Nick Kelly, strategy consultant&nbsp;</blockquote>

Achieving strategy execution without expecting the unexpected is impossible. Economies, markets, and customer preferences change rapidly. Projects get complicated and then delayed. A key employee leaves for another opportunity.&nbsp;Seeing strategy through the execution phase demands agility.&nbsp;But how do you build it? McKinsey identified&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/performance-management-in-agile-organizations" target="_blank" rel="noopener noreferrer">5 characteristics of nimble organizations</a>:&nbsp;<ol style="list-style-type:decimal;"><li>A North Star vision communicated throughout the organization&nbsp;</li><li>Empowered, autonomous-yet-connected teams&nbsp;</li><li>Fast cycles of decision-making, learning, &amp; adapting</li><li>A people model that capitalizes on passion</li><li>Systems, technology/tools, and training that make work workable</li></ol><h3>A North Star vision communicated throughout the organization</h3>Leadership defines what the mission is. That mission is narrow enough to give direction and inspire, but broad enough to allow teams to define their own objectives.<h3>Empowered, autonomous-yet-connected teams&nbsp;</h3>Think of a large fleet of small ships, rather than a small fleet of large ships. You need a system of distributed decision making that’s carried out by capable people you can trust.There’s just no time to run every move by senior leadership. Empower teams to act within their areas of expertise.<h3>Fast cycles of decision-making, learning, &amp; adapting&nbsp;</h3>Who are the key players in making that work? Managers.&nbsp;The kind of performance management that leads to strong strategic execution centers around:<ul><li>Continual feedback and development conversations</li><li>Frequent input gathering</li><li>Savvy coaching, which includes<ul style="list-style-type:circle;"><li>Roadblock removal (technical, situational, or otherwise)</li><li>Skill-building</li><li>Collaborative goal-setting</li></ul></li></ul><h3>A people model that capitalizes on passion</h3>Managers build strategic alignment by tying employee actions to priorities, keeping objectives front and center in conversations, and acknowledging (and rewarding) effort and achievement.&nbsp;<h3>Systems, technology/tools, and training that make work workable</h3>Your strategy’s execution depends on strong performance management to power impact. Supply your managers with the systems, training, and data they need to keep their teams on track all the way to the finish.

The strategy you set today will likely not work for you five years from now. Successful strategy execution requires an environment that actively promotes&nbsp;risk-taking, failing forward, and adapting fast. In short, it requires a mindset of constant learning and growth.Made famous by&nbsp;<a href="https://www.youtube.com/watch?v=hiiEeMN7vbQ" target="_blank" rel="noopener noreferrer">Carol Dweck, the growth mindset</a> sees setbacks as a normal part of growth and meets them with curiosity.&nbsp;<blockquote>It says,&nbsp;“I’m learning, so of course I’m going to make mistakes along the way. That’s exactly what learning is.” Compare that perspective with the “fixed mindset,” which says,&nbsp;“I made a mistake. I can’t do it. I might as well give up.”&nbsp;</blockquote>The growth mindset:<ul><li>Embraces challenges rather than avoids them</li><li>Accepts constructive feedback as help rather than dismissing it</li><li>Works to find creative solutions (trying several if needed)</li><li>Finds inspiration and instruction in others’ success rather than feeling threatened</li><li>Sees continued effort as the path forward rather than giving in to feelings of futility</li><li>Is future-oriented which is key for achieving goals</li></ul> How do you integrate a growth mindset into your company culture? Teach it, reinforce it with rewards, then measure it with surveys.&nbsp;<ul><li>Teach it by integrating growth mindset training into your employee onboarding program.&nbsp;</li><li>Reinforce it by offering recognition and rewards to employees who model a growth mindset. (This is where it pays to notice&nbsp;activities over&nbsp;outcomes.)&nbsp;</li><li>Measure it by collecting employee feedback about how safe they feel making mistakes and offering new, out-of-the-box ideas, rather than feeling punished for making mistakes or ignored for being innovative.</li></ul>

Strategy execution is a complex journey. It takes a well-thought out plan, an executive team that communicates clearly and consistently, and (perhaps most of all) a workforce that stays aligned through the process. That’s how the magic happens. And it’s absolutely possible.<hr>Learn how <a href="https://quantive.com/resources/articles/strategy-execution-platform" target="_blank" rel="noopener noreferrer">the right platform </a>can help you close the strategy execution gap.<figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/strategy-execution-platform" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611665/site-v5/what_is_a_strategy_execution_platform_7ff56a27a1.png" alt="what is a strategy execution platform.png"></a></figure><hr>Quantive is your bridge between strategy and execution. Founded on the objectives and key results (OKR) methodology, <a href="https://quantive.com/products/" target="_blank" rel="noopener noreferrer">our Strategy Execution Platform</a> is where businesses plan successful strategy, focus and align teams to it, and stay on the leading edge of progress.As your company looks to achieve the best possible results, you need a modern approach to <a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer">run your business</a> and <a href="https://quantive.com/products/signals" target="_blank" rel="noopener noreferrer">change your business.</a><a href="http://quantive.com/modern-operating-model" target="_blank" rel="noopener noreferrer"> The Modern Operating Model </a>brings strategy, teams, and data together to help make decisions faster, optimize operations, and drive better business outcomes.Whether you’re a large enterprise facing competitive disruption or a small business leading the innovative charge, Quantive helps get you where you want to go.Ready to achieve the best possible? Start using <a href="https://quantive.com/products/results/pricing" target="_blank" rel="noopener noreferrer">Quantive for free.</a>

How Top Companies Close the Strategy Execution Gap

The traditional approach to strategy execution is failing modern organizations.Across every industry, leaders are struggling to:<ul><li>Create strategic plans connected to a mission</li><li>Align teams with strategy</li><li>Execute the strategy with certainty</li><li>Adapt strategy without friction</li></ul>If any of these challenges sound like what your organization is going through, this article is for you. It’s time to understand why committing to a platform is the key to mastering strategy execution.&nbsp;

Based on your organization’s unique challenges, a strategy execution platform fulfills various needs. But before we get there, let's establish a clear definition of what a strategy execution platform is to understand its impact on your workplace.&nbsp;A strategy execution platform coordinates a seamless approach to strategy in your organization through four components: plan, align and activate, execute, and assess and adapt.<figure class="image image_resized" style="width:75%;"><a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670601550/site-v5/Strategy_Execution_65c948d364.svg" alt="Plan, Align &amp; Activate, Execute, Assess &amp; Adapt"></a></figure>Plan: Create a strategy that connects your teams and your data in one place.Align and Activate: Connect decision making and create clear definitions of success. &nbsp;Execute: Collaborate with certainty, transparency, and trust to accomplish the mission.Assess and Adapt: Clarify what works, what doesn’t, and make changes quickly.Through alignment with the different strategy execution components, a platform connects your teams to the clearly-defined, transparent goals of the organization. Whether you’re overhauling strategy or refining the one you’ve got, a strategy execution platform enables focus and decision-making autonomy where you need it most.<hr>Learn more about the full capabilities of <a href="https://quantive.com/resources/articles/strategy-execution-platform" target="_blank" rel="noopener noreferrer">strategy execution platforms.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/resources/articles/strategy-execution-platform" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670611665/site-v5/what_is_a_strategy_execution_platform_7ff56a27a1.png" alt="what is a strategy execution platform.png"></a></figure><hr>

The gap between strategy and execution is one of the biggest vulnerabilities businesses face. In this gap, teams lose alignment, disengage with each other, and silo into disconnected work chains with little impact.Most organizations are stuck in a traditional, industrial approach to strategy execution. Plagued by a top-down, hierarchical model, employees are stuck in disempowered, unfocused, and uncoordinated silos of execution.&nbsp;By shifting your organization to a culture of outcomes, a strategy execution platform is your stepping stone into <a href="https://quantive.com/resources/articles/what-is-the-modern-operating-model" target="_blank" rel="noopener noreferrer">how a modern business should operate.</a><blockquote>Democratizing decision making. Breaking down the barriers to collaboration. Aligning teams with strategic objectives.</blockquote>This reality is no longer wishful thinking or a lofty ambition with the power of a strategy execution platform. Further supported by <a href="https://quantive.com/resources/articles/okrs-vs-kpis" target="_blank" rel="noopener noreferrer">OKRs and KPIs</a>, your organization can be guided by measurable results, not uncertainty.Features and benefits are great, but focus and structure are what today’s workplace needs the most. So, which platform capabilities are critical for guiding your organization to successful strategy execution?&nbsp;

Strategy planning is about building a gameplan to support your organization’s vision. The right strategy execution platform can help you define a strategy in line with high-level aspirations of the business.&nbsp;<blockquote>Planning a strategy that inspires teams is foundational to achieving the best possible outcomes — a strategy execution platform brings much-needed visibility to corporate and business strategy.&nbsp;</blockquote>By clarifying where the organization is trying to go, the time and resources needed to deploy a strategy aren’t wasted. Motivated by strategic purpose, a strategy execution platform furthers your team’s dedication by incorporating mission-critical data into the planning process.&nbsp;With everyone receiving the same information, a culture of transparency and trust is built from the beginning. Data helps validate strategy and prove direction, improving the collective buy-in between teams and leaders.&nbsp;With a strategy execution platform, teams are no longer inhibited by disconnection. They know what to focus on, why they should focus there, and how each person on the team is contributing to the collective focus.&nbsp;How Quantive helps you plan: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<ul><li>Monitor key insights on current progress and Confidence Level changes</li><li>Leverage KPIs and Key Results to make decisions on where to go next</li><li>Create an unconstrained safe space for ideas in Whiteboards</li></ul><hr>Learn more about Quantive's <a href="https://quantive.com/products/results/plan" target="_blank" rel="noopener noreferrer">plan </a>capabilities.<figure class="image"><a href="https://quantive.com/products/results/plan" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632159/site-v5/visual_mini_SE_Plan_Dark_BG_4d07b0c24c.svg" alt="mini strategy execution plan diagram"></a></figure><hr>

Your organization can plan the greatest strategy in the world, but it's useless without the ability to connect it to your teams.&nbsp;According to Kaplan and Norton in The Balanced Scorecard, ~90% of businesses fail at strategy execution — alignment and activation is an overlooked step in the strategy execution process.Everything concerning your strategy has one home in a strategy execution platform. This makes your data and all the decisions connected to it transparent, anywhere and anytime.&nbsp;<blockquote>Teams aren’t just unified and aligned on outcome(s) — a platform enables an organizational, cultural shift to focus on the metrics that matter and initiatives that move the needle.</blockquote>When teams have frictionless connection and alignment on desired outcomes, the stage is set for open collaboration. A strategy execution platform enables co-ownership of responsibilities, creating accountability and results for your most imperative initiatives.A strategy execution platform is the remedy for every employee’s “check the box” syndrome. With proper alignment and activation, there’s no more “cog in the machine” or busy-work sentiment in your culture — just purpose-filled, engaged teams.&nbsp;How Quantive helps you align and activate: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<ul><li>Start with the Alignment View and home dashboard to organize seamlessly</li><li>Use Cascading Key Results to align multiple teams/individuals to a single key result, enabling collaboration on a shared outcome</li><li>Link OKRs with projects, tasks, and other OKRs to show key dependencies in reaching goals</li></ul><hr>Learn more about Quantive's <a href="https://quantive.com/products/results/align-and-activate" target="_blank" rel="noopener noreferrer">align and activate</a> capabilities.<figure class="image"><a href="https://quantive.com/products/results/align-and-activate" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Align_Dark_BG_2ddbe75feb.svg" alt="alignment strategy execution diagram"></a></figure><hr>

Uncertainty is the greatest inhibitor to effective, agile strategy execution.Confident decision making is a core value of strategy execution platforms and the counter to uncertainty. Teams have the clarity to execute with excellence through clear value-add pathways, easily accessible data, and channels for collaboration.&nbsp;<blockquote>The right platform shows you what’s happening in real time, enabling rapid feedback and performance check-ins for more effective execution.</blockquote>The transparency of a platform shows teams how progress is being made and why. Goal certainty strengthens the collaboration of teams, supported by clearly defined outcomes and data-driven decision making.A strategy execution platform shifts human attention to where it’s needed most — collaboration and alignment — and away from where it’s ineffective — data inputs and manual processes. By reducing the risk around your data and lifting the burden of tracking insights, your teams are primed to focus on what matters most.How Quantive helps you execute: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<ul><li>Link everyday tools and reduce manual data collection with 170+ <a href="https://quantive.com/products/results/integrations" target="_blank" rel="noopener noreferrer">integrations</a></li><li>Build a transparent, data-first culture with automation of Dynamic Key Results, KPIs, and Insights</li><li>Stay alert to progress changes with OKR update reminders and aggregated OKR progress</li></ul><hr>Learn more about Quantive's <a href="https://quantive.com/products/results/execute" target="_blank" rel="noopener noreferrer">execute</a> capabilities.<figure class="image"><a href="https://quantive.com/products/results/execute" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Execute_Dark_BG_99a8b4907e.svg" alt="strategy execution mini diagram"></a></figure><hr>

Strategy is an ever-changing process. Assessing what did or didn’t work, then making changes based on this insight, is how you transform a stagnating strategy into a resilient one.Feedback loops are ineffective for most organizations because they’re too slow.&nbsp;<blockquote>An OKR-centered strategy execution platform compresses the feedback loop with key results and KPIs informing your strategy along the way. You receive faster feedback, which leads to better optimization, and progress monitoring allows you to shift resources to initiatives driving the right outcomes.</blockquote>In traditional strategy assessments, critical insights are cascaded through levels of bureaucracy and the message is lost in translation. A strategy execution platform gives you performance insights in real-time, allowing your teams to pivot focus without a lag.Traditional business is plagued by slow adaptation — with a strategy execution platform, you can modernize your operations. Gain complete visibility on progress, full insights on which actions to take based on a data-backed “why” it should be taken, and how to do it quickly at scale.&nbsp;How Quantive helps you execute:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<ul><li>Analyze and pivot with executive dashboards through Insightboards&nbsp;&nbsp;&nbsp;</li><li>Assign resources proactively through Process Automation and Task Management</li><li>Access voting in Whiteboards and reflect new initiatives and focus with OKR States</li></ul><hr>Learn more about Quantive's <a href="https://quantive.com/products/results/assess-and-adapt" target="_blank" rel="noopener noreferrer">assess and adapt</a> capabilities.<figure class="image"><a href="https://quantive.com/products/results/assess-and-adapt" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1669632157/site-v5/visual_mini_SE_Adapt_Dark_BG_f443ca8ecf.svg" alt="mini diagram for assessing and adapting strategy execution"></a></figure><hr>

Strategy execution will always be complex, but it doesn’t have to be complicated. A strategy execution platform is your solution to creating mission-driven strategy, engaging teams, and delivering a proactive, outcome-driven approach to execution.<hr>Take the next step with Quantive's <a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer">strategy execution platform.</a><figure class="image image_resized" style="width:50%;"><a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1670241684/site-v5/why_you_need_a_Strategy_Execution_Platform_d774277347.svg" alt="Ascending s-curve to demonstrate the why you need a Strategy Execution Platform concept"></a></figure><hr>Quantive is your bridge between strategy and execution. Founded on the objectives and key results (OKR) methodology, <a href="https://quantive.com/products/" target="_blank" rel="noopener noreferrer">our Strategy Execution Platform</a> is where businesses plan successful strategy, focus and align teams to it, and stay on the leading edge of progress.As your company looks to achieve the best possible results, you need a modern approach to <a href="https://quantive.com/products/results" target="_blank" rel="noopener noreferrer">run your business</a> and <a href="https://quantive.com/products/signals" target="_blank" rel="noopener noreferrer">change your business.</a><a href="http://quantive.com/modern-operating-model" target="_blank" rel="noopener noreferrer"> The Modern Operating Model </a>brings strategy, teams, and data together to help make decisions faster, optimize operations, and drive better business outcomes.Whether you’re a large enterprise facing competitive disruption or a small business leading the innovative charge, Quantive helps get you where you want to go.Ready to achieve the best possible? Start using <a href="https://quantive.com/products/results/pricing" target="_blank" rel="noopener noreferrer">Quantive for free.</a>

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Featured resources for business observability

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The 4 Stages of Successful Strategy Execution

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Why Your Company Needs a Strategy Execution Platform

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