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From the course by University of Virginia

Strategic Planning and Execution

255 ratings

University of Virginia

Strategic Planning and Execution

255 ratings

Course 4 of 5 in the Specialization Business Strategy

Avoid the pitfalls of strategy planning and execution with the tools and skills from this course. You'll learn the pillars of strategy execution--analysis, formulation, and implementation--and how to use the 4A model to effectively approach strategy execution. Finally, a panel of leaders from entrepreneurs, nonprofits, and industry, share their expertise gleaned from years of successful strategy planning and execution.

From the lesson

Strategy Implementation

We welcome Professor Scott Snell to the course this week! He's a global specialist in strategy execution, and he shares his 4A Model for effective strategy execution: alignment, ability, agility, and architecture. This framework will help you ensure the human and organizational resources are in place to effectively execute your strategy.

The Importance of Strategy Execution6:15

The 4A Model of Strategy Execution7:14

Introduction to Alignment6:57

Achieving Alignment8:43

Introduction to Ability9:12

Investing in Talent9:39

Introduction to Architecture6:59

How Architecture Drives Performance8:07

Architecture Best Practices4:34

Introduction to Agility6:02

Agility through Organizational Learning6:31

Agility through Unity and Fluidity5:04

Module Lessons2:53

Meet the Instructors

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business
Scott Snell
E. Thayer Bigelow Research Professor in Business Administration
Darden School of Business

In this module, we've looked at the requirements for strategy execution.

And this four A model,

it really is a toolkit for looking at the organization and

thinking about what are the most important points that we need to keep in mind.

So the four A model of alignment, ability, architecture, and

agility Is really meant to bring together a focus on

the resources that are available to execute the strategy and about managing

the energy in the organization as well to propel the organization forward.

When we talked about alignment this was really about making sure there is

consistency and collaboration in the organization,

it's all focused on creating value in the market place and

all the pieces that need to align around that to deliver performance.

When we went into the section on ability we realized that

in many organization there's not talent and leadership even there.

To execute a strategy are not enough of it.

And so we talked about what are the requirements to develop that leadership

bench and making sure that the talent system is robust enough and

enough vitality to make sure that skills and

abilities are there needed to execute the strategy.

When we went to the architecture we looked at all the infrastructure

of an organization that helps execute the strategy.

The information systems, the processes, the reward systems, and

the structure of the organization, making sure that's right.

Different strategies require different architectures and

we wanted to think about how to build that platform to execute.

And finally in the last session, we talked about agility,

the strategy has to change over time and the organization needs to flex.

And to be an agile organization there are certain

elements that have to be put in place to create the capacity for

organizational learning, adaptation and adjustment over time.

That executing strategy isn't just firing down the lane, and

doing it the same way every time, but by being responsive.

So each of these four works together.

They actually complement one another.

There are some elements that are in common, and they duplicate one another,

and reinforce over time.

So my hope is that this has given you some insights into execution.

And given you real specific and practical ideas about what's necessary.

So as you go forward, when you think about developing your strategy or

helping to execute a strategy in an organization,

that this is useful to you I've enjoyed spending time with you and

I wish you the best in all of your future ventures.

[BLANK AUDIO]

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