Purpose Makes Execution Matter More
Over the past few months, I’ve been writing quite a bit about strategy and execution and what happens in the space between the two.
It has also made me reflect on the organizations I have most enjoyed working with over the years.
Many have been purpose-driven organizations: not-for-profits, healthcare and social service organizations, public-sector organizations, universities, associations and others whose success is measured by much more than the bottom line.
One thing they often have in common is a strong commitment to what they do, along with plenty of good ideas about how to do it even better.
What they don’t always have is enough capacity.
Leaders are dealing with competing priorities, limited resources, changing expectations, workforce pressures, risk and the day-to-day demands of running the organization, while still trying to deliver on an important mission.
That’s where execution becomes so important.
A strategic plan can set out where an organization wants to go. The harder part is making sure that priorities, resources, decisions, processes, measures and people are aligned well enough to actually get there.
That is the space I continue to find most interesting.
Purpose and performance aren’t competing priorities. In many ways, purpose makes execution matter even more.
I find myself returning to where much of my consulting career began: helping purpose-driven and public-serving organizations turn important strategies and good intentions into practical action.
I’m looking forward to sharing more about that in the weeks ahead.
Comments