Intensive workshop · Strategy
Discipline today, results tomorrow
How to turn strategy into consistent execution.
- Duration
- 3 hours 30 min
- Delivery
- On site · Hybrid · Virtual
- Participants
- From 6 to 18 participants
- Investment
- From $1,750
Reference price per session, before tax. The final proposal depends on scope, format and location.
The problem it solves
A strategy written and not executed is indistinguishable from having no strategy, and costs more: it consumed leadership time and left the team with the sense that plans do not get met.
The cause is rarely the content of the plan. It is that nobody translated the plan into a rhythm — what gets reviewed, how often, with what data in front of them and who answers for it — and discipline was left depending on somebody remembering.
What it covers
An intensive workshop on the stretch between a strategic decision and sustained execution. It works the translation of objectives into indicators somebody can actually move, the design of the review rhythm, and the three or four priorities an organisation can carry at once without breaking.
A substantial part of the session goes to what has to stop. Almost all plans fail by accumulation: the new list is added to the old one, nothing is retired, and the team chooses by exhaustion.
Participants leave with a written management rhythm: which meeting, how often, with what data, and which decisions are permitted in each.
What participants learn
- Translate strategic objectives into indicators somebody can move.
- Design the review rhythm that sustains execution.
- Limit simultaneous priorities to what the organisation can carry.
- Decide explicitly what will stop being done.
- Assign responsibility by name to every commitment.
Agenda
- From strategy to indicator: what can actually be moved
- Management rhythm: what gets reviewed and how often
- Simultaneous priorities and real capacity
- The inventory of what has to stop
- Responsibility by name versus responsibility by area
- Follow-through without meetings that decide nothing
What the organisation leaves with
- A written management rhythm, with frequency, data and decisions per meeting.
- Three to five indicators with a named owner.
- An explicit list of what the organisation stops doing this year.
Who it is for
- Leadership teams in annual planning
- Owners and general managers
- Area leads with objectives of their own
Frequently asked questions
- Do we need a written strategy beforehand?
- A formal document is not required, but the underlying decisions do need to be made. The workshop works execution; if the strategy is still open, the right starting point is Business 360.
- Does it fit annual planning?
- That is its most frequent use. It works better closing the planning cycle than opening it, because it operates on decisions already taken.
Related articles
Having information is not the same as being able to decide
Most businesses don't suffer from a lack of data. They suffer because the data they have doesn't arrive in time, together, or in a form that allows a choice.
Read more →The decisions you make without noticing you are making them
Not deciding is also a decision, and it usually costs more. Four decisions most businesses make by omission, and what each one costs.
Read more →Request this programme
Tell us the context and we will prepare a proposal tailored to your organisation. No obligation.
Working this inside the organisation
If this challenge will not be settled in one session, ALUD Consulting LLC works it as consulting: management consulting, human resources, strategy, organisational design, leadership development and business transformation.