While this analysis applies to any project or initiative, most of the discussion and examples will center on products, marketing campaigns, product launches or go-to-market, and distribution build-outs. With the classic order of operations, you increase your chance of hitting the. Execution is hard in and of itself – it becomes nearly impossible when poorly planned and misdirected. Yet it’s darn hard to execute, if you are not prepared, or aiming at the right thing. I often hear the phrase, “it’s all about the execution” or some variant thereof. Just like on a gun or archery range, it’s often a continuous process of refining your aim as you fire or execute and see the results of your last shot or action. Aiming is also usually not a one-time thing. It deserves real thought and consideration. Most importantly, you don’t want to waste all the preparation, resources and energy on the wrong target. Aim – Once the team is ready, specific deliverables, objectives, and metrics must be defined and agreed upon.are needed when the initiative is launched, so the team will be successful and will not come up short, or head down the wrong path? What risks and contingencies (plan B’s) should the team prepare for? What consequences, intended and other-wise, might occur that need to be planned for or avoided? With the objective in mind, the leader needs to assess what preparations are required to efficiently and effectively execute the action. This requires a well-defined strategic objective. Ready – It starts with knowing what actions you are going to execute.
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