Some errors made by companies, despite being almost innocent, are the main obstacles to achieving results expected. This is the opinion defended by expert Lawrence Hrebiniak in an article from the HSM Portal that announces the HSM Strategy Forum 2012, scheduled for the end of May. The Wharton School professor has a long academic history of studies in the areas of strategic execution, organizational design, and strategic adaptation.
The expert's lecture at the event will be on “Transforming Strategy into Results: The Path to Successful Execution.” With extensive know-how on the subject, he discusses in a preliminary report by HSM.Com some avoidable strategic errors made not only by small businesses but also by some global giants. The professor even analyzes the image problems recently faced by Toyota and, above all, advocates for a global view of the factors involved in achieving the best results.
The main oversight mentioned by Hrebiniak in the Toyota case analysis was maintaining a singular focus on market share and sales leadership; this caused the company to lose sight of other important strategic and operational issues. The fact, as Lawrence Hrebiniak rightly points out, is that these other neglected aspects are interdependent and crucial for achieving the primary objective.
As a consequence of such an attitude, measures that generate commitment and the answer for organizations not receiving adequate attention. “The execution system will not be complete if there is no means of achieving congruence of goals between the individual and the organization, in such a way that people embrace the company's goals. Execution will not work if no one pays the price for failure. The development of incentives and control mechanisms that generate feedback are, therefore, very necessary,” states the professor, according to the report.
In Toyota's specific case, Lawrence Hrebiniak exemplifies the inattention to clear cause-and-effect relationships. “In 2005, more Toyota cars were recalled than cars sold in the United States. The accelerator problem, which had enormous media repercussions in 2010, had already appeared in 2007 and 2008. Still, the company ignored or denied what was happening,” he says. In other words, as Hrebiniak warns, without addressing determining issues for the execution From the strategy, the result will surely be compromised, and this awareness is fundamental to achieving Planned goals.
With information from the HSM Portal
