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for periodic strategic reviews, separate from operational assessments, to ensure a dedicated focus on long-term goals. These sessions, integral to embedding strategic execution into the company’s cultural DNA, should occur at least quarterly for less mature firms. However, high- performing organizations often discuss strategic plans more frequently, integrating these deliberations into monthly or even weekly executive and senior leadership meetings. Having a consistent cadence of strategy review meetings (which are different than operational meetings) is what sets high-performing AEC firms apart by ensuring that strategy is continuously prioritized, not merely addressed sporadically or when time permits. 5. Accountability systems. Implement systems that rigorously track progress and measure outcomes, directly connecting performance with strategic goals. These systems should offer transparent visibility into the success of strategic initiatives and inform future actions. Before making adjustments to your strategic growth plan (such as timelines, KPIs, or responsible owners), the AEC firm should first investigate the underlying reasons for any deviations from the plan. Accountability is a commitment and involves vulnerability and conviction; the objective is not to assign blame or gloss over progress but to responsibly and genuinely identify and address obstacles. What you’re ultimately aiming for is to reinforce a culture of growth and resilience, where challenges are met with proactive solutions, propelling the firm toward continued success and improvement. As mentioned at the beginning of my article, “Strategy Execution Essentials” lays the groundwork for understanding the essential structural and tactical elements that underpin successful strategy execution in the AEC industry. While these components form the backbone of any strategic endeavor, they represent just the beginning of building a robust execution framework. Next week, in “Advanced Strategy Execution,” I will explore a more complex yet intriguing aspect of strategy execution: the integration of employee experience influencers. This discussion will uncover how deeply understanding and actively enhancing these elements can mobilize the “village” to maximize strategic success for the entire organization. Stay tuned for next week’s issue; in the meantime, reach out to me if you need support or are up for a chat. Ying Liu, MBA, LEED AP BD+C is director of growth consulting at Zweig Group. Contact her at yliu@zweiggroup.com.
YING LIU, from page 1
cementing structure, discipline, and sustained momentum throughout the execution phase while ensuring clarity, accountability, and alignment across the organization. These five elements include: 1. Designated strategy champion at the highest level. Ensure there is a company-wide strategy champion (chief strategy officer or equivalent) responsible for orchestrating, managing, and overseeing the entire execution process. This role is crucial for aligning efforts across different departments and teams, ensuring seamless execution. While having dedicated champions for each strategic pillar is important, true advancement in execution efficacy requires a high-level leader. This leader is pivotal in enhancing synergy, eliminating duplicative efforts, breaking down silos, and consistently revealing hidden opportunities, all of which are only achievable with strong, centralized leadership at the top of the organization. 2. Clear role definitions and decision rights. Assign specific roles and decision-making powers to ensure clarity and minimize overlaps or confusion across the firm. Ensure that individuals tasked with driving strategies or initiatives have timely access to the necessary information and fully understand their responsibilities. This clarity extends to the scope of their decision-making authority, ensuring each team member is aware of the decisions and actions they are accountable for. By establishing such a framework, the firm cultivates a culture of trust where decisions, once made, are confidently executed and rarely second- guessed. 3. Structured communication processes. Establish regular and clear communication channels to keep everyone aligned and informed, utilizing both internal and external, digital and physical methods. Strategic communication across the organization is essential for providing timely updates, maintaining momentum, and energizing teams. It plays a key role in celebrating successes, boosting performance, and fostering a culture of growth and continuous learning. Optimize impact by leveraging a variety of channels that suit your firm’s needs, including newsletters, CEO updates, town hall meetings, performance reviews, and one-on-one discussions, just to name a few. The goal is to ensure each message reaches its intended audience through the most effective medium. 4. Regular strategy review meetings. Set a distinct routine
EXECUTIVE ROUNDTABLE RETREAT This one-of-a-kind event creates a unique forum for CEOs, CSOs, and related C-suite officers to participate in facilitated discussions around strategy, growth, and innovation. This small group format event is designed to maximize the opportunity for attendees to connect, share, and gain insights specific to their role. Join us April 22-24 in Boston, Massachusetts. Click here to learn more!
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THE ZWEIG LETTER FEBRUARY 17, 2025, ISSUE 1573
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