It all comes down to the implementation of decisions
The world won’t wait. It won’t wait for big corporations, nor will it wait for small high-street shops. Whilst a Finnish entrepreneur is thinking about next month’s targets or a company director is considering a new remuneration structure for the organisation, someone else somewhere in the world is already developing a more efficient way of working, a faster service or a better customer experience – and the implementation of these is not far off.
In global competition, a competitive advantage is increasingly rarely achieved through about the strategy. The decisive factor is executive capacity in other words, the ability to turn decisions into everyday actions.
In many organisations, the problem is not a lack of ideas. Strategies are drawn up, targets are set and meetings are held. The real challenge arises the moment it is time to move on to from strategic decisions to strategic action.
What does implementation mean in practice?
In short: implementation capacity refers to an organisation’s ability to put decisions into practice in a consistent and sustained manner. Plain and simple!
Research and, as practical experience shows, an organisation’s success is not determined solely by the quality of its strategy, but particularly by its ability to implement it consistently in day-to-day operations. It is often implementation that sets successful organisations apart from those whose strategies remain confined to PowerPoint presentations.
In the day-to-day world of work, this is evident in very concrete terms. Agreements are honoured, responsibilities are clear, people understand the purpose of the change, and development becomes part of everyday life, rather than just a one-off project.
It sounds simple, doesn’t it? Yet this is precisely where many organisations fall short.
A strategy without implementation is not enough
Over the years, I’ve come across all sorts of organisations: industrial firms, specialist organisations, sales teams, public sector bodies, and so on. The common thread has been surprisingly consistent: almost everyone knows, at least to some extent, what needs to be done better – or at least that something needs to be done better.
The challenge is not usually a lack of information. The challenge lies in the fact that the hustle and bustle of everyday life eats into development. This hustle and bustle, in turn, distracts people from their focus, causing them to revert to old ways of working. The discussion remains confined to the coffee table. Ultimately, the strategy remains on a PowerPoint slide and change becomes nothing more than talk. And that is precisely why the ability to execute has become one of the most important competitive advantages.
Global competition affects us all
In the past, it might have been enough just to do things “pretty well”. Now the world is changing faster than ever, and absolutely everyone needs to focus on improving their own performance.
A small high-street shop is competing with online retailers. The local manufacturing industry is competing with the efficiency of international players. In specialist work, a competitor may be on the other side of the world and yet just a single Teams link away from the client.
This also changes the nature of leadership. It is no longer enough for management to set the direction once a year. An organisation must constantly learn, constantly develop and constantly adapt. That is why the best organisations that are ready for the future They don’t wait for the perfect conditions.
The best organisations build a culture in which development is everyone’s responsibility. In such a culture, the ability to deliver is not merely about carrying out tasks, but a shift in thinking and the transformation of new ways of thinking into action.
The ability to get things done is built on small actions
We often talk about change as if it were something too big. In reality, strong execution stems from small, everyday actions:
- The matters agreed upon at the meeting are recorded and assigned to specific individuals.
- The line manager gives feedback straight away, not at some point later.
- The team regularly and frequently stops to consider what works and what doesn’t.
- Problems are discussed openly before they turn into crises.
- We genuinely listen to our customers, not just to tick a box.
These may not sound like groundbreaking innovations. But it is precisely these that, to a large extent, underpin an organisation’s competitiveness and, ultimately, its competitive advantage.
Many organisations are looking for a silver bullet – such as a new system, a consultancy model or a management trend. In reality, what’s often more important is the ability to do the basics well and systematically, and changing these things doesn’t typically happen just through an inspiring afternoon session or a smart-looking strategy deck. Just take a look at us, for example Metsä Fibre’s or Mäkelä Alun Take inspiration from our case studies.
The most important role of leadership is to enable success
When we talk about execution, the discussion inevitably turns to leadership. Poor execution is not usually down to people not wanting to succeed. More often than not, the problem stems from a lack of clarity, excessive workload, or the fact that people do not feel a sense of ownership over their work.
That is why the most important task of leadership is not to control everything. Its role is to enable success. A good leader sets the direction and priorities, builds trust, removes obstacles to work, keeps people on board during change and ensures that decisions are reflected in day-to-day operations.
Organisational culture is key to implementation
Organisational culture is often most evident in the way decisions are implemented. If a culture shies away from difficult discussions, decisions remain half-finished. If there is a fear of failure, people do not dare to try new things. If leadership is based on micromanagement, people become passive. But if there is trust, openness and a shared direction within the organisation, the ability to execute improves enormously.
The atmosphere plays a greater role here than we often realise. The atmosphere within a workplace has a direct impact on whether people feel confident enough to take responsibility, develop their work and embrace change.
That is why the ability to deliver is not just about processes and metrics. It is also about emotion. The experience of working together.
To sum up: implementation is key to a competitive advantage
Success in global competition no longer depends solely on strategy, product or technology. These are important, but they are not enough on their own. What matters most is the ability to execute.
Execution is reflected in how quickly an organisation learns, reacts and adapts. It is reflected in whether ideas remain mere talk or are turned into action. And perhaps most importantly: Execution is not just a matter for management. It is everyone’s responsibility in the workplace.
Small actions ultimately make a big difference compared to your competitors – whether that difference is positive for you or negative, to the benefit of your industry peers. If you’re interested in this topic, Let’s have a proper chat.
