This is possible only when understanding the context an organization operates in. Since the purpose, target and goals of Strategy Execution vary, every project includes specific activities for specific purposes. In the early stages of the execution we focus on defining the direction, while in later stages the key is to build capabilities to succeed with the execution.
As a business leader, you work with people rather than companies or brands. It is the people at Ascend that are important, a team of ambitious, professional, positive and nice people to work with and be around.
Ole Oftedal, Former Chairman of the board, Cabonline
Strategy Execution is the phase where we work with strategic choices and targets to identify capability gaps and actions.
We define and drive projects and activities to implement a strategy. The strategy can be on a corporate level, business unit level or serve a functional purpose.
All projects include three types of activities, designed to keep direction, drive transformation and build capabilities. Here we emphasize the directional activities in early stages and building capabilities in later stages of the execution.
Ascend had a rare and insightful ability to quickly grasp our situation and deliver the support and solution we needed swiftly. We can strongly recommend Ascend.
Kristina Eriksson, CFO HSB Södertörn
The keys to success is to regularly monitor the direction of the implementation and secure the progress of strategic initiatives. There is often a need to validate or revise the strategic direction, and keep track of the actual value realization.
This means leading the change journey, securing executive commitment, and preparing the organization for the execution. It also entails to follow-up and take action on defined plans and budget, continuously communicate progress and handle risks.
We make the organization ready to execute on the strategy and secure sustainable results. This includes building transformation and leadership capabilities; culture and behavior; business specific capabilities (services/products); organization model; governance model; processes, routines and KPI’s.
I am currently working at a Swedish manufacturing company with sales offices around Europe. In order to meet the increased competition after a major technology shift, some of the sales offices had to develop their pricing to remain profitable. The project consisted of on-site work, a series of workshops and a close collaboration with the local organization. After twelve weeks of analysis, business case creation & model design, the new model was implemented at the beginning of the year. I am really eager to do the first follow-up session to secure that expected results are actually realized!”
Ulrika Lonaeus, Ascend
A global telecommunications company had been driving a large-scale IT transformation for about a year, with limited progress. In order to establish focus and energy – in a team of thousands of employees in six parts of the world, from four different internal and external organizations - the program management invested time and resources to build a common vision and story for the transformation. The effort managed to clarify the individual's responsibility in order to successfully reach the targets and clarify issues around roles and responsibilities that had impeded the program during 12 months.”
Johan Åström, Ascend