Any strategy, no matter how smart, is dead on arrival unless a company brings it to life with people or rather we should say the right people. Only if those important people are assigned to lead a new strategy will it take off. Getting things right in an organization also means matching people with it, a match that often depends on where a business is on the modify continuum.
It goes without saying that you cannot pigeonhole. Several good companies make the product, and all have good service, quality, and cost. The right people for this business are hard driving, meticulous, and detail oriented. They are not dreamers, they're hand-to-hand combat fighters. Take jet engines. Each engine is a high-tech engineering miracle that requires about a billion dollars of investment to develop. The product life cycle is measured in years. For many years, the jet engine business had its own distinct culture of romance. The people who gravitated toward it were not your usual business types; they were in love with the very idea of flying and the wonder of airplanes.
It is all about finding best practices, adapting them, and continually improving them. When you do that right, it’s nothing short of innovation. New product and service ideas, new processes, and opportunities for growth start to pop out everywhere and actually become the norm. Along with getting the right people in place, best practices are all part of implementing the hell out of your big idea, and to fly mind, it’s the most fun.
It’s fun because companies that make best practice a priority which includes driving, thirsting, learning organizations. These kinds of energy and curiosity and a spirit give birth to boundryless behavior. This awkward word basically described an obsession with finding a better way—or a better idea—whether its source was a colleague, another business, or another company across the street or on the other side of the globe. The impact of boundary less thinking on strategy imple-mentation is enormous.
One thing of boundarylessness is that companies and the people provided they are not direct competitors, love share success stories. All you have to do is ask. Borrow ideas from one another.
A focus on best practices may not sound like strategy, but try implementing strategy without it.
Best practices are not only integral to making strategy happen, they are a sustainable competitive advantage if you continually improve them, with the key word here. That’s not just a mind-set. It is a religion.
Do not oversimplify strategy. But you just should not agonize over it. Find the right idea and set the direction, put the right people in place, and work like crazy to execute better than everyone else, finding best practices and improving them every day. You may not run a corner store, but when you are making strategy, act like you do and put the right things at the right place and head to the right direction and you definitely will achieve the right thing in your business.