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Generally, this is most beneficial achieved by promoting an esprit de corps that mobilizes and energizes organizational members to execute strategy in a competent fashion and deliver the targeted results. Third, they keep carefully the organization centered on operating superiority by championing innovative ideas for improvement and promoting the use of best practices to ensure value creating activities are performed in a first-rate fashion. Fourth, they exert their clout in developing competencies and competitive features that allow better execution. Fifth, they serve as a job model in displaying high ethical requirements, and they demand that company personnel conduct the business’s business ethically and in a socially responsible manner. They demonstrate unequivocal and visible commitment to the ethics enforcement process.
Sixth and finally, whenever a company’s strategy-execution effort is not providing good results and the business is not making measured progress toward working excellence, it’s the leader’s responsibility to step of progress and drive corrective actions. Boards of directors have a duty to shareholders to try out a vigilant role in overseeing management’s handling of a company’s strategy-making, strategy-executing process.
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