PHASE 9: GO-TO-MARKET EXECUTION PLANNING
Defines the tactical priorities needed to achieve the strategic plan.
Though the two are interrelated, many companies confuse tactics with strategy. Tactics involve doing things right. Strategy involves doing the right things. The tactic-based approach of years past is dangerous. Being efficient at tactics means companies fall into one of two buckets: they either thrive or die quickly. Their fate is sealed by strategy. On the other hand, companies with effective strategy either thrive or survive. Certainly, it’s better to be good at strategy than tactics. But in a perfect world, the two intersect, and your company has a brilliant plan that is brilliantly executed.
RAPID DIAGNOSTIC
1. You have an itemized execution plan with dates and owners.
2. When developing execution plans, your organization routinely assesses the feasibility to accomplish the tasks as outlined.
3. Execution plans are always tied to an expected return on investment (ROI).
4. Tasks that do not lead toward the strategic objectives are discontinued.
5. Your execution plan is derived from your documented strategy.
6. Roles and responsibilities have been assigned to each item in the execution plan.
7. The status and progress of the execution plan is reviewed with executive leaders on a weekly basis.
8. Your execution plan is adjusted each quarter to reflect changes to your strategic plans.
9. Your team is rewarded when they meet deadlines and deliver results as designed.
10. You have a Project Management Office (PMO) that centrally manages the progress of the execution plan.
DELIVERABLES
• Operational Execution Plan (includes Change Management)
• Feasibility Plans
• Business Models
• Roles & Responsibilities
• Weekly Status Report Template
• Project Management Office (PMO)