Organizational effectiveness is the measure of how successfully (or not) organizations are achieving their missions and advancing their visions through their core strategies.To execute well requires making sure that all efforts tie directly to the desired outcomes. That means: measuring what matters and not what doesn't!
Over the past several years, nearly 40% of the top 2,500 Global CEOs have been removed from their posts. The vast majority of them were fired because of a failure to execute. "The main reason companies do so poorly at execution is that their leaders have either been unable or unwilling to make a connection between their company's goals and the realities of how their companies actually operate, how the market is actually performing, or how their customers' needs can change almost every day." (Charan, Burch and Bossidy, 2002).
Good execution requires leaders to manage three interrelated and interdependent business components: People...Strategy...Operations. Most senior leaders devote a lot of time, money, and energy into developing good business strategies.The most common problems stem from leaders' failure to align their people and processes with the strategic priorities of the organization.