Building Knowledge Nexus

Strategy Planning

The essential element of successful strategy is that it derives its success from the differences between competitors with a consequent difference in their behaviour. Ordinarily, this means that any corporate policy and plan which is typical of the industry is doomed to mediocrity. Where this is not so, it should be possible to demonstrate that all other competitors are at a distinct disadvantage. - Bruce Henderson (1915-1992) Founder of Boston Consulting Group

Did you know that only 10% of businesses successfully execute strategy1

  • Have you seen a new strategy developed without some important input that might have made it more effective?
  • Have you seen a new strategy that was not made relevant to all sections of your firm or your customers and so failed to deliver the promised benefits?
  • Have you seen a new strategy developed and “rolled out” only to see your firm drift back to “business as usual”?

1 Source: Kaplan & Norton

If you can say “Yes” to any of the above, then you have experienced “the execution trap”

Avoiding “The Execution Trap”

70% of CEO failures came not from poor strategy, but as a result of poor execution (Forbes Magazine, 21 June 1999)

BUILDING KNOWLEDGETM has the construction sector experience and expertise that will enable you to execute the "Five points of successful strategy execution":

  • The Strategy must be defined;
  • The Strategy must be appropriate;
  • The Strategy must be communicated;
  • The Strategy must be adequately measured;
  • The Strategy must be properly executed.

Manufacturing & Professional Services Firms Need Different Strategies

Service companies cannot measure and reduce variance as easily as manufacturers can. Service tasks vary by industry, by company, by customer, even by the person you have performing the service.

Services can however be measured and their variance controlled by following three principles: internal and external benchmarking, measuring the drivers of cost, and making performance metrics accurate enough to identify and document all relevant costs.

Why use BUILDING KNOWLEDGETM?

Developing effective strategy requires sound management of several key aspects of business:

  • Knowledge: of your business; of your market; of your customers
  • Value: what is of value to your firm? What is of value to your customers?
  • Change: what changes are required of your firm and people to reach the goals you develop? and,
  • Marketing: how do you communicate your value (your products and services) to your external and internal stakeholders?

Coming from the construction sector, BUILDING KNOWLEDGETM knows the construction industry. We therefore provide effective integrated strategy planning across all these areas of strategy to give you a solid base to develop your plans.

Like more information?

For a free, brief and strictly confidential consultation to see how your firm might benefit from sound, external strategic advice, please contact BUILDING KNOWLEDGETM

Successfully implementing your strategy is vital to the success of your business. Poor implementation is the single most common cause of strategy failure.
Successfully implementing your strategy is vital to the success of your business. Poor implementation is the single most common cause of strategy failure.