HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeSmarter Executionback to Strategy

Book

Smarter Execution

Seven steps to getting results

By Bettina Büchel, Xavier Gilbert and Rhoda Davidson

158 pages

Paperback

Overview

Keep reading

Overview

Keep reading

Two strategic initiatives out of three fail. They are actually a huge challenge for “more-of-the-same, better-and-better”, companies. Indeed, their cross-organization scope violates all principles of silo efficiency. Strategic initiatives are precisely not “more of the same.”

Smarter Execution identifies seven key steps that managers need to get to grips with if they are to reap the full benefits of their strategic initiatives:

Focus first – less is more
Pick the best possible team – don’t compromise
Set the course – learn to navigate to a destination that is not yet fully defined
Set up to win – there is no “commitment switch”: it starts with you
Think it through – rehearse mentally each next step, leaving no stone unturned
Get all aboard – it’s about getting people to change the way they work
Follow through – to learn on the go.

The authors, Xavier Gilbert, Bettina Büchel, and Rhoda Davidson, have been working with several hundred executives to help them execute their strategic initiatives. Time and again, they have seen how these seemingly common-sense insights were actually unexpectedly difficult to apply in most “efficient” organizations.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This book is part of a series

Erfolgreiche Umsetzung strategischer Initiativen: Sieben Erkenntnisse zur Überwindung der häufigsten Hürden
Smarter execution: Seven steps to getting results

This book is part of a series

Erfolgreiche Umsetzung strategischer Initiativen: Sieben Erkenntnisse zur Überwindung der häufigsten Hürden
Smarter execution: Seven steps to getting results

Paperback

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

B. Büchel, X. Gilbert and R. Davidson

ISBN

9782970078401

Erfolgreiche Umsetzung strategischer Initiativen: Sieben Erkenntnisse zur Überwindung der häufigsten Hürden

By Xavier Gilbert Bettina Büchel and Rhoda Davidson
Published by Gabler ©2010

Summary

Two strategic initiatives out of three fail. They are actually a huge challenge for more-of-the-same, better-and-better , companies. Indeed, their cross-organization scope violates all principles of silo efficiency. Strategic initiatives are precisely not more of the same. This book identifies seven key steps that managers need to get to grips with if they are to reap the full benefits of their strategic initiatives: Focus first - less is more Pick the best possible team - don't compromise Set the course - learn to navigate to a destination that is not yet fully defined Set up to win - there is no commitment switch : it starts with you Think it through - rehearse mentally each next step, leaving no stone unturned Get all aboard - it's about getting people to change the way they work Follow through - to learn on the go.

Available Languages German

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Performance Management

Browse all topics

Smarter execution: Seven steps to getting results

By Xavier Gilbert Bettina Büchel and Rhoda Davidson
Published by Financial Times Prentice Hall ©2008

Summary

Two strategic initiatives out of three fail. They are actually a huge challenge for more-of-the-same, better-and-better , companies. Indeed, their ...

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Performance Management

Browse all topics

Related content

Book

Erfolgreiche Umsetzung strategischer Initiativen: Sieben Erkenntnisse zur Überwindung der häufigsten Hürden

Two strategic initiatives out of three fail. They are actually a huge challenge for more-of-the-same, better-and-better , companies. Indeed, their ...

Strategy Performance Management

By Xavier Gilbert, Bettina Büchel and Rhoda Davidson

Keep reading

Article

Only connect: How to keep disparate workforce elements happy and motivated - IbyIMD

Today’s workforce often includes a mix of permanent employees, freelancers, and outside contractors – but even organizations with mostly external workforces or highly autonomous workforces need proximity to succeed over the long term. Here are fou...

Strategy Team

By Sebastian Reiche

in I by IMD

Case Study

Has Nike lost its stride?

Marketing Digital Strategy

By Ivy Buche and Goutam Challagalla

Video

The end of corporate passivity

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Competitiveness Corporate Governance Decision Making Leadership Politics Strategy

By Arturo Bris

in I by IMD

Case Study

UrbanLuxe: Supply chain and M&A

Supply Chain Mergers and Acquisitions Operations Strategy

By Ralf W. Seifert and Richard Markoff

Article

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

Trump’s unconventional negotiation strategy reveals how game theory in negotiations can shape power, commitment, and outcomes before talks begin.

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend - IbyIMD

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Agility Corporate Governance Finance Leadership Strategy Sustainability

By Salvatore Cantale

in I by IMD

Article

Transitioning from CFO to CEO: top tips from the inside track - IbyIMD

What does it take to move from CFO to CEO? Four top executives share candid lessons on leadership, risk, growth, and redefining the finance role.

Growth Leadership Organizational Transformation Strategy Team

By Jean-François Manzoni

in I by IMD

Article

Steady profit: Learning the lessons of future-ready companies

In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.

Strategy Future Readiness

By Howard H. Yu

in I by IMD Brain Circuits

21 May 2025

Article

Can you rely on AI? - AI Trust Checklist

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.

Candles Killer: Lighting up the world at the bottom of the pyramid

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous keros...

Sustainability Customer Centricity Innovation Strategy

By Winter Nie and Yunfei Feng

Only connect: How to keep disparate workforce elements happy and motivated - IbyIMD

By Sebastian Reiche
in I by IMD

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Team

Browse all topics

Has Nike lost its stride?

By Ivy Buche and Goutam Challagalla
Case reference: IMD-7-2598 ©2025

Summary

Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, with a focus on direct channels and a suite of apps. However, direct-to-consumer (DTC) sales failed to make up for the losses from previous wholesale partners. At the same time, competition from a new breed of smaller players increased. Critics claimed that the sportswear giant's product innovations had lagged, allowing nimble competitors to chisel away at its market share. Sales were flat or down in all geographies. In response, Donahoe announced a three-year, $2 billion cost cutting plan that involved laying off 2% of workers, which in turn created a sense of crisis at Nike. Investors also suffered as the stock performed worse than the broader market in the last three years. To make matters worse, a class action suit was filed against Donahoe and CFO Matthew Friend for misleading the market about the company's underperformance. How could Nike's top management team execute a strategic turnaround by building upon the company's core strengths of brand equity, product innovation and sports marketing? They had to reevaluate past strategies, rethink their assumptions and chart a comeback to restore the company to its former growth trajectory and market dominance.

Reference IMD-7-2598

Organization Nike

Industry Consumer Goods, Footwear

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Marketing

Digital

Strategy

Browse all topics

The end of corporate passivity

By Arturo Bris
in I by IMD

Summary

Corporate leaders must stop being passive spectators and actively shape geopolitical outcomes to drive global competitiveness and collaboration.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Competitiveness

Corporate Governance

Decision Making

Leadership

Politics

Strategy

Browse all topics

UrbanLuxe: Supply chain and M&A

By Ralf W. Seifert and Richard Markoff
Case reference: IMD-2654 ©2024

Summary

This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-up KYX. UrbanLuxe represents an old-school company selling a classic portfolio mainly via traditional distribution channels of luxury and travel retail, whereas KYX is exclusively an e-commerce brand. UrbanLuxe has a stable – perhaps stale – product line while KYX is in constant experimental churn, with an influencer-based media strategy that brings inherent demand volatility. The supply chain director is tasked with identifying the supply chain risks and opportunities associated with the acquisition. The two companies are different from both an operations perspective and a marketing perspective. UrbanLuxe has five factories servicing a global demand. KYX relies on one co-manufacturer focused on the US market. UrbanLuxe distributes to classic retailers from its own warehouses, KYX uses a third-party logistics provider for its exclusively e-commerce business. Further complicating matters, UrbanLuxe’s CEO has ambitious growth plans to make KYX a global brand. The supply chain director must not only consider integrating the acquisition but also supporting the growth strategy, for which they are asked to find cost savings to provide funding. The case provides a vehicle for students to consider the supply chain challenges a company might face in successfully integrating a starkly different acquisition. This case anchored in the real world will elicit universal challenges in companies today.

Reference IMD-2654

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Supply Chain

Mergers and Acquisitions

Operations

Strategy

Browse all topics

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend - IbyIMD

By Salvatore Cantale
in I by IMD

Summary

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Agility

Corporate Governance

Finance

Leadership

Strategy

Sustainability

Browse all topics

Transitioning from CFO to CEO: top tips from the inside track - IbyIMD

By Jean-François Manzoni
in I by IMD