Melhorar as hipóteses de execução

Um texto interessante e a merecer reflexão, "Is Execution Where Good Strategies Go to Die?"

"what determines whether execution brings life or death to your strategy? It’s not what you think. It’s how you think. The mental models that inform strategy are usually different from those that determine implementation. To close the strategy-execution gap, leaders have to close several other, smaller gaps.
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First, the thinking styles of the people who create strategy are often different from those of the people who implement it.
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strategy is usually developed by people who have a big-picture orientation, while execution is often done by those with a detail orientation. Furthermore, strategy is usually done by people who are focused on ideas and connections, while implementation is done by those who focus on process and action.
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The second gap is a result of the connection between participation and ownership. ... Often stakeholders are kept out of the strategy process out of concern that they will slow things down or compromise the quality of the outcome. But this is a shortsighted view. By involving stakeholders earlier, you give them a sense of ownership that speeds things up when it comes time for execution. Furthermore, the evidence suggests that diversity will actually improve the quality of the strategy. And it’s far more likely the strategy will stick to its flight plan, because those responsible for its execution will have a stake in defending it.
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The third gap between strategy and execution is in the narrative around the strategy. The strategy itself may be sound, but what matters for execution isn’t what is said but what is heard. Strategy is inherently about creating something new or getting somewhere new. But the way humans are wired, it’s difficult to process something that is completely unrelated to what we already know. A good narrative helps people move from the past to the future.
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The fourth gap between strategy and execution is in measurement and metrics. [Moi ici: Isto para um praticante e adepto do balanced scorecard não tem espinhas ...] This, too, is a reflection of mental models. You only measure what you can see. And your mental models determine what is visible or invisible. I consistently see measurement as an afterthought in strategy development. The assumption is that financial measures like cost and revenue are sufficient metrics to measure progress. But that would be like a coach only tracking points on the scoreboard. You need metrics that tell you how well your game plan is being executed — metrics that all of your players can organize around.
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Execution doesn’t have to be the place good strategies go to die. As you are developing your strategy, take into account the thinking styles and mental models of the people who will be responsible for its execution. Involve them to generate a sense of ownership and to tap into their collective wisdom. Craft a narrative that connects the past to the future. And design metrics that focus attention and motivate behavior around what will really make the strategy successful."