Creating Value through Strategy Execution

Lionel Grealou Operations Strategy 2 minutes

Organizations thrive for robust mechanisms to deliver their business strategies and create more value for their organization. One key difference between successful and unsuccessful executives lies in their ability to execute and delivery ongoing operational results and improvement efforts.

Ongoing operations are typically delivered through Business as Usual services, while improvements are delivered through change initiatives. Many of these initiatives involve cross­-functional areas and multi­disciplinary teams which require:

  • Cultural alignment
  • Consistent organizational language and standards
  • Project management methodologies and techniques
  • Prioritisation of outcomes, resources and budget

Organizational value is created by integrating strategy, annual business planning, operation performance management, benefits realization and value techniques which contribute to increased stakeholder satisfaction. Benefits are quantifiable outcomes that have the potential to contribute to value.

Executives and senior managers are most concerned by delivering vital projects within the current financial year, monitoring how fast they can be completed and tracking the realization of their associated benefits from which business value is derived. They are asking themselves “what exactly am I getting for my investment in change?” It is no longer acceptable to deliver a project or program and expect the benefits to be realised without effective business leadership and emotional engagement across the organization.

Driving innovation and handling complexity are focal areas in the search for value creation. The realization of business strategies is increasingly based upon projects. More and more companies are delivering their products, services or solutions through projects. Thus the execution of projects is becoming increasingly crucial for the success of the company as a whole.

In the companies which are involved in delivering highly innovative projects, success is directly linked with an organization­-wide acceptance of what is needed to manage complexity: a genuine focus on creating structures and competences that strengthen the project leader’s ability to manage complex projects.

What are your thoughts?

This post was originally published on LinkedIn on 2 February 2015.

About the Author

Lionel Grealou


Lionel Grealou, a.k.a. Lio, helps original equipment manufacturers transform, develop, and implement their digital transformation strategies—driving organizational change, data continuity and process improvement, managing the lifecycle of things across enterprise platforms, from PDM to PLM, ERP, MES, PIM, CRM, or BIM. Beyond consulting roles, Lio held leadership positions across industries, with both established OEMs and start-ups, covering the extended innovation lifecycle scope, from research and development, to engineering, discrete and process manufacturing, procurement, finance, supply chain, operations, program management, quality, compliance, marketing, etc.

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