Designing Strategy Execution Capability

POSTED: Saturday 1st October 2016

First posted <a href="">here</a> More ...

Strategy Execution -- Freedom/Discipline Paradox

POSTED: Saturday 1st October 2016

<a href=""></a> More ...

BREXIT and Strategic Planning

POSTED: Friday 2nd September 2016

I have no fear of Brexit per se, but I am interested to understand the thought process that is being brought to bear in order to define the course of action that this country will pursue to further our national interests, and to inform our negotiating position and negotiating tactics. I would hope that a proper Appreciation is being made of the situation, characterised by incisive reasoning, penetrating questions, and robust dialogue which separates deductions from false assumptions to create ‘clarity’. More ...

Strategy Execution: Overcoming “Fog and Friction”

POSTED: Thursday 21st January 2016

The external operating environment —global and national economies, the market , competitors, demographics, and so on creates the ‘VUCA’ environment we all work within (volatility, uncertainty, complexity, ambiguity —a term business writers recently borrowed from military thinking). This may be more simply described as ‘the fog of war’. More ...

Foundations of a Strategy Execution System

POSTED: Monday 14th December 2015

Statistically, your organization could fail to execute strategy effectively:<br/> • 75% of change fails (Towers Watson, 2013) <br/> • Only 5% of organizations implement strategy successfully (Kotter, 2012)<br/> • Only 30% of executives rate their change as successful (Keller & Aiken, 2008)<br/> • 50% of change fails (Kotter, 2007) <br/> • 70% of mergers & acquisitions fail to meet expectations (Weber & Camerer, 2003)<br/> • 70% of change fails (Nohria & Beer, 2000) <br/> • 60% of strategy implementation failures are due to ineffective communication among executives, managers and line workers (Beer & Eisenstat, 2004)<br/> • Only 42% of managers and 27% of employees have access to the strategic plan; if the plan is communicated, it is so unclear that employees can not follow it (De Lisi, 2002)<br/> • 68% of employees are not engaged (Gallup, 2015) <br/> • 60% of organizations do not have formal systems to execute strategy; less than 10% of employees understand their company’s strategy (Kaplan & Norton 1996) More ...

Contact Us

To discuss your organization’s leadership of strategy execution, please contact Jeremy Tozer:

Telephone: +44 (0)208 1446 929
Email: jeremy.tozer @
© Tozer Consulting Limited 2012
Strategy - Mission - Leadership - Execution - Change