Speed of Execution
An Integrated Line of Business of The Haines Centre for Strategic Management

Speed of Execution

When strategy and culture collide, culture wins almost every time.

The board CEO and senior management team must change their thinking and act differently in order to be successful in the 21st Century. The ability to be flexible and adaptive is crucial.Economies of speed are replacing economies of scale as a key competitive edge.

Speed and Strategic Change Services

Our Strategic Change Services provide CEOs and senior management teams with the speed of integrated and aligned execution they need to create maximum sustainable value.

This is done through the Haines Centre’s ValuMax Package.

Keys for Speed of Execution

The leadership must remember to keep up the pressure when executing their strategic plans. Key points to remember include:

  • People support what they help create
  • People do what we inspect; not what we expect
  • Skeptics are my best friends

In a fast paced culture, flexibility, looseness, adaptiveness, speed and simplicity are much more important today than rigid plans, tight controls, and one-size-fits-all methods.

We also need to eliminate the waste of complexitiy and bureaucracy. (see Simplicity section)

A monthly Change Leadership Team (CLT) led by the CEO must lead the cascade of planning and change initiatives with alignment and a common line of sight to the three shared documents (discussed in the Clarity section).

Speed is Your Competitive Advantage

Speed of execution is the ultimate competitive edge in any organization.

Lower your hierarchy and bureaucracy by taking a scalpel to waste. You will reduce costs, simplify steps and shave time from production. You must align buyers, suppliers, and customers into a seamless value chain to reduce cost and improve quality and speed in order to gain a competitive business advantage.

Speed kills the competition. Time wastes money.

Successful Change Results

For any Enterprise-Wide Change initiatives to succeed, one must stop thinking in terms of “silos” and start thinking in terms of “webbings.”

The webbing in a beach chair (shown below) is a great analogy for core strategies. Each strategy must inter-twine with business units and all departments, creating a “glue” to hold it all together. Thus, leaders must coordinate major performance improvement projects, at the same time ensuring time and energy demands are met of ongoing daily business activities.

We must stop using “analytic approaches” to “systems problems” and start using the Systems Thinking Approach to systems solutions!

Seamless Integration, Simplicity and Speed

All business units must use your Core Strategies as the department/business unit goals to achieve seamless integration between them in support of your shared vision and strategic plan. Separate plans create silos!

When speed is coupled with clarity, simplicity and mastery they transform the organization to become our seamless Systems Thinking Approach to Strategic Management.



See our seamless suite of integrated services.