1 EFFECTIVE EXECUTION, DESIGN / FOCUS, AND DECISION TRAPS Effective Execution, Design

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EFFECTIVE EXECUTION, DESIGN / FOCUS, AND DECISION TRAPS
Effective Execution, Design / Focus, and Decision Traps
Introduction
Effective execution of strategy is one of the most important concepts for companies today. Any company can come up with a strategy, but if it doesn’t have an effective plan to execute, then it can become a failure. As part of implementing an effective execution strategy, a company needs to develop a framework that will have them plan out an effective strategy. This discussion breakdown the seven-process element for effective execution strategy. Companies need to determine which power structure to use as far as design vs. focus. The design talks about day-to-day strategic planning. It is adopting the perspective of identifying practices that management can used to strategize. The focus led the company to the idea of technology that can be used. Last although, there are processes for effective execution strategy and design and power focus that can be used. Companies need to watch out for those traps that can cause a company a nightmare.
Process: Effective Execution of Strategy 
Strategy execution has played a significant role relating to strategic management scholars and practitioners for a long time. Although strategy execution has been a positive solution, it has been working to find a better way to formulating a superior strategy (Srivastava & Sushil, 2017). Effective execution of strategy is to develop a structural relationship among those factors that align with quantitative and qualitative techniques. When considering the effective execution of strategy, the framework must have all the pieces in place. The author let us know that sound strategy is no guarantee of performance and strategy execution. Also with the lack of execution framework is the main reason why strategy execution is lacking. There five frameworks that the author recommends, resource commitment, subunit policies and programs, structure, people, and rewards, all are the background for effective strategy execution (Srivastava & Sushil, 2017). One of the things that an organization may have been a disconnect when the strategic objective and execution value are a mismatch between organization policies and strategic direction. An organization must elevate that disconnect by adopting best practices to new technological advancement and ensuring that it is part of their strategic goals (Srivastava & Sushil, 2017). However, that process is aligning business units with strategy (AL1), Aligning resource commitment with strategy (AL2), Aligning policies with strategy (AL3), Aligning operations with strategy (AL4), Aligning organization structure with strategy (AL5), Aligning best practices with strategy (AL6) and Aligning community orientation with strategy (AL7) (Srivastava & Sushil, 2017).
Strategic Thinking: Power of Design vs Power of Focus
The power of design comes from design thinking, which has emerged as an essential way to draw on customers’ insights and improve their products and services. Design thinking is also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. Today is called the integration of design thinking into the practice of strategic management and shows how it complements the current design-thinking perspectives. Adopting a strategy perspective, it identifies practices that managers can use to strategize with design-thinking content. In addition, it provides insight into the practices associated with situating design thinking within the organizational practice (Knight et al., 2020). Design thinking should be integrated with strategy because of the company’s wrestle with product-market fit. A company must get a competitive advantage as it immobilizes its strategy toward products that offer more excellent value than existing alternatives (Knight et al., 2020). To connect the link between design thinking and the art of strategic management, organizations need to conceptualize strategy as a practice. Practice perspective is particularly appropriate for approaching the context of design thinking as it is actively engaged in how visual, discursive, and material interactions make strategy meanings building on the work of others (Knight et al., 2020).
The power of focus had taken the company’s reins with a mandate from investors to streamline operations, improve the company’s focus on technology and entertainment, and deliver a recovery in struggling stock prices. Companies also began to focus their sales efforts on retailers and retail chains with less purchasing power (smaller retailers). In addition, they had started to focus more on direct sales to consumers. (Gamble et al., 2021).
Decision Model: Key Decision Traps to Avoid
In digitalization, manufacturing companies find it difficult to assess “the right” digital business model. Company leaders and managers must carefully evaluate each business model opportunity before committing to implementation and commercialization (Lina et al., 2020). Companies should understand the causes of and traps within the digitalization paradox. This failure occurs due to three common traps. First, they are pushing out a digital business model without understanding customer value. Second, engineers are often too enthusiastic about solving technological problems, Challenge for R&D to understand the specific customer or end-user digital needs, and cannot critically evaluate what the customer is willing to pay. Third, promising additional gains without understanding the value delivery process, lacking appropriate delivery routines for digital solutions in sales and service units, Overlooking the influence of global market variations for digital solutions delivery, and managing the cultural clash between reactive product sales and proactive digital services three and getting sold on the digital opportunity without understanding the profit formula, poor understanding of profit formula, lack of benchmark for analyzing financial parameters for digital services, miscalculating hidden costs inherent in transforming an organization to digital offerings (Lina et al., 2020).
Conclusion
Aligning the business strategy is proving to be the first step in following the process that will help a company understand the business units, resource commitment, policies, operations, organization structure, best practices, community orientation with strategy. Next, implement a design that will integrate their product-market fit and focus on direct sales to consumers. Finally, companies need to stay away from the traps that can cause them problems ahead.
References
Gamble et al., 2. (2021). Essential of Strategic Management: The Quest for Competitive Advantage. (7e, Ed.) Mc Graw-Hill.
Knight et al., 2. (2020). Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategy Management. California management review, 62(2), 30 – 52.
Lina et al., 2. (2020). Evaluation of Digital Business Model Opportunities: A Framework for Avoiding Digitalization Traps. Research technology management, 64(1), 43 – 53.
Srivastava, A. K., & Sushil. (2017). Alignment: the foundation of effective strategy execution. International journal of productivity and performance, 66(8), 1043 – 1063.
Annotated Bibliography
Knight et al., 2. (2020). Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategy Management. California management review, 62(2), 30 – 52.
Summary of Key Point
This discussion board focused on design thinking, strategic management, strategy process, strategy formulation, strategic planning and multimodality.
Evaluation of the Quality of the Publication
11 Publications from the author
The author(s) received financial support for the research, authorship, and/or publication
of this article from Strategy Research Foundation (SRF-2017DP-5379) and
The University of Sydney Business School.
Evaluation of the Quality of the Author
Eric Knight is Professor Strategic Management at the University of Sydney Business
School (email: eric.knight@sydney.edu.au).
Where it Fits into the Discussion
Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives
Lina et al., 2. (2020). Evaluation of Digital Business Model Opportunities: A Framework for Avoiding Digitalization Traps. Research technology management, 64(1), 43 – 53.
Summary of Key Point
Digital servitization, Risk management, Business model innovation, Industry 4.0, Digitalization paradox
Evaluation of the Quality of the Publication
Lina Linde, David Sjödin, Vinit Parida & Heiko Gebauer
Research-Technology Management, Volume 64, 2021 – Issue 1
Evaluation of the Quality of the Author
PhD candidate in entrepreneurship and innovation at Luleå University of Technology, Sweden. Her research interests include servitization, digitalization, business model innovation, and strategic management. She holds an MSc in innovation and strategic business
Where it Fits into the Discussion
In the era of digitalization, manufacturing firms find it difficult to assess what is “the right” digital business model. To avoid common digitalization traps, company leaders and managers need to carefully assess each business model opportunity before committing to implementation and commercialization. We present insights from our case study about the diverse and complex issues related to digital business models. We highlight three digitalization traps and provide a three phase framework companies can use to evaluate digital business model opportunities and make an informed decision on the commercial prospects for each model vetted.