[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-seo-663587-105":59,"doc-detail-663587-en":130},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":60,"data":61},"ok",{"site_id":62,"language":63,"slug":64,"title":65,"keywords":66,"description":67,"schema_data":68,"social_meta":123,"head_meta":125,"extra_data":127,"updated_unix":129},105,"en","the-secrets-to-successful-strategy-execution-read-online","The Secrets to Successful Strategy Execution - read online","","A management-consulting based article explains why enterprises struggle with strategy execution and argues that structural reorganization alone cannot fix performance gaps. Drawing on survey data from thousands of employees across more than 50 countries, it identifies top traits that enable effective execution. The piece emphasizes decision rights and information flow as primary building blocks, complemented by aligning motivators and using structure as a capstone. It also introduces an online diagnostic and simulation tool to test change initiatives virtually.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/the-secrets-to-successful-strategy-execution-read-online/663587/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/the-secrets-to-successful-strategy-execution-read-online/663587.png","ImageObject",300,407,{"name":92,"@type":93},"anakgang17","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-29","2026-10-28",true,{"@type":102,"interactionType":103,"userInteractionCount":8},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What does the article identify as the main reason companies fail at executing strategy?","Question",{"text":112,"@type":113},"Enterprises often fail because they jump to structural reorganization while neglecting decision rights and information flow, the most powerful drivers of effectiveness.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"Which building blocks are presented to influence day-to-day execution decisions?",{"text":117,"@type":113},"The article describes four building blocks: clarifying decision rights, designing information flows, aligning motivators, and making changes to structure.",{"name":119,"@type":110,"acceptedAnswer":120},"How can managers evaluate different change initiatives without major risk?",{"text":121,"@type":113},"The authors provide an online diagnostic and simulation tool that helps test the effectiveness of approaches virtually, without risking significant time and money.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},663587,1793229448,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":8,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":129,"read_time":144},962090883568,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","JUNE 2008  \nreprint r0806C  \nThe Secrets to Successful Strategy Execution  \nby Gary L. Neilson, Karla L. Martin, and Elizabeth Powers  \nIDEA IN PRACTICE  \nIncluded with this article is an Idea in Practice, which contains the following information to help you apply the ideas in this article to your own situation:  \n• The business challenge  \n• What to do first  \n• The right people to involve  \n• How to remove obstacles  \n• How to achieve early wins  \n• Lessons learned  \n• How to get started  \nWith compliments of...  \nidea in Practice  \nArticle Summary  \norganization & culture  \nthe Secrets to Successful Strategy execution  \nby Gary L. Neilson, Karla L. Martin, and Elizabeth Powers | June 2008  \nWhen a company finds itself unable to execute strategy, all too often the first reaction is to redraw the organization chart or tinker with incentives. Far more effective would be to articulate the specific types of decisions and behaviors that drive performance and design an organization that enables them. When organizations clarify decision rights and improve information flow up the line of command and across the organization, the right structures and motivators tend to fall into place. That conclusion is borne out by the authors’ decades of experience as booz & Company consultants and by the survey data that they have been collecting for almost five years from more than 125,000 employees of some 1,000 organizations in more than 50 countries. From this data they have distilled—and ranked in order of importance—the top 17 traits exhibited by the organizations that are most effective at executing strategy. The single most common attribute of such companies is that their employees are clear about which decisions and actions they are responsible for. As a result, decisions are rarely second-guessed, and accurate competitive information quickly finds its way up the hierarchy and across organizational boundaries.  \nManagers communicate the key drivers of success so that frontline employees have the information they need to understand the impact of their day-to-day actions. How can you make the most educated and cost-efficient decisions about which change initiatives to implement, such as altering performance appraisals, rewards, or structural moves? The authors have developed a powerful online diagnostic and simulation tool that can help you test the effectiveness of various approaches virtually, without risking significant amounts of time and money.  \n2 Harvard business review  \nCOPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORAT ION . ALL R IGHTS RESERVED .  \nResearch shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.  \nThe Secrets to Successful Strategy Execution  \nby Gary L. Neilson, Karla L. Martin, and Elizabeth Powers  \nA brilliant strategy, blockbuster product, or breakthrough technology can put you on the competitive map, but only solid execution can keep you there. You have to be able to deliver on your intent. Unfortunately, the majority of companies aren’t very good at it, by their own admission. Over the past five years, we have invited many thousands of employees (about 25% of whom came from executive ranks) to complete an online assessment of their organizations’ capabilities, a process that’s generated a database of 125,000 profiles representing more than 1,000 companies, government agencies, and not-for-profits in over 50 countries. Employees at three out of every five companies rated their organization weak at execution—that is, when asked if they agreed with the statement “Important strategic and operational decisions are quickly translated  \ninto action,” the majority answered no.  \nExecution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest. In our work helping  \nmore than 250 companies lear","cbCairi2DmW6ilCK","https://ap.wps.com/l/cbCairi2DmW6ilCK","pdf",570925,21,"English","# The challenge of strategy execution\n## Decision rights and information flow\n## Four building blocks for executives\n## Why structural reorganization is insufficient\n## Online diagnostic and simulation tool","[{\"question\":\"What does the article identify as the main reason companies fail at executing strategy?\",\"answer\":\"Enterprises often fail because they jump to structural reorganization while neglecting decision rights and information flow, the most powerful drivers of effectiveness.\"},{\"question\":\"Which building blocks are presented to influence day-to-day execution decisions?\",\"answer\":\"The article describes four building blocks: clarifying decision rights, designing information flows, aligning motivators, and making changes to structure.\"},{\"question\":\"How can managers evaluate different change initiatives without major risk?\",\"answer\":\"The authors provide an online diagnostic and simulation tool that helps test the effectiveness of approaches virtually, without risking significant time and money.\"}]","The Secrets to Successful Strategy Execution - read online | PDF",53]