Why Is Your Execution Insufficient?

Do you remember Colgate's advertisement? - our goal is "no tooth decay"! The goal is clear, to enlarge the target to make the teeth stronger.

With clear goals, there will be directions for things to be done. So when we talk about executive power, we should first clarify what we should do. After we correctly position our targets, we can enlarge our targets, and set specific goals, namely, "basic goals", "challenging goals" and "limiting goals".

With the direction and specific quantitative indicators, we can give full play to the role of the implementers.

For execution, the goal is both traction and also.

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There is no clear and focused strategy. This year we will switch to another strategy.

This is also an important reason for the reduction of executive power.

The former US retail giant Kmart Corp, initially engaged in low-end product sales, was in turmoil after being hit by the competition of the retail giant Wal-Mart Store Inc. Instead, it switched to high-end department store products. In this field, it lost its competition with the fourth largest retailer of the international market, Target (Taghit). As a result, this once the third largest retailer in the United States, Kemat lost his way in strategy and failed.

Kemat's failure shows that

It is not something that can be changed overnight. It is not clear that its strategy will pay a heavy price for the enterprise.

The high-level did not clearly convey the strategy and goals to the middle and lower levels, resulting in the executive level not knowing the order to be executed and the execution would be discounted.

Unsmooth flow includes two aspects. One is the channels that are pmitted from top to bottom, usually on middle managers. This is because, when the policies formulated by the senior level are not conducive to the interests of the middle level, the middle managers make the information pmission incomplete or out of shape because of the selfish departmentalism. As a result, the implementation of the middle level has met with obstacles. The other channel is the bottom-up information feedback channel, that is, the problems encountered by the grass-roots personnel in the implementation are not reflected in time or encountered obstacles in the middle level, and the problems can not be solved in a timely manner.

There is no suitable person to do the right thing, so that the project can not develop, lack of qualified personnel, resulting in the implementation of a discount.

The organization is bloated, the structure is chaotic, the responsibilities are not clear, "learning is useless, and it is useless", which leads to unreasonable organizational structure, uncooperative division of labor, mutual wrangling, and low efficiency.

The responsibilities of each department and post are not clear, the leader has the task to apportion, the employee has no clear scope of responsibility, and he can not finish his job.

There are no key points and priorities, and priorities and priorities.

Enterprises should follow the "28" efficiency principle, namely, grasp the key point of 20%. Generally speaking, the efficiency of 80% comes from 20%.

It is clear that the key links and priorities are targeted, and the efficiency of execution can be better realized.