Vol. 2   December 2007
:: From Doyle Young
:: Shrinking the Great Divide
Welcome to eUpdate, a periodic briefing of The EverChange Group on Execution Excellence.

The EverChange Group (ECG) is a 27 year old performance and leadership improvement firm that provides the missing link between corporate strategy and tactical implementation. We specialize in helping companies quickly convert C-level transformation strategy into an executable plan, supported by employees, customers and all other stakeholder groups.

In a recent large survey, the majority of C-level executives state that success or failure hinges on their ability to execute. Yet, nearly 80% said it is their most difficult task. The challenge is how to build sustainable competitive value in a world where hyper-changing environments can be utilized as a competitive weapon.

ECG has a tool to quickly diagnose your organization's execution competence. This can be done in a matter of days with our Strategic Execution eSurvey assessment. It gathers tacit data -- information hidden away in the minds of your employees -- that can represent 40-60% of what determines your organization's level of execution success.
From Doyle Young, Managing Director of the EverChange Group
Your Execution Competence – Mobilizing Your Workforce

Doyle Young of the EverChange GroupFirst let me wish you all a happy and joyous Christmas season and the best to you and your family for the New Year that is quickly approaching. In this eUpdate issue we have a case study to share with you courtesy of Bruce Fern, one of our ECG Senior Consultants, on mobilizing the workforce around a new marketing strategy.

Bruce found that the executives at the company in the study that significant change is difficult under the best of conditions. For example, long-tenured employees were skeptical about the new direction. They viewed the change as temporary and another ‘flavor of the month’ initiative that would not last. In order to achieve flawless execution of their strategy, the executive group needed to become more cohesive, collaborative and aligned in the way they worked with each other. And the workforce needed to believe the executives’ strategy was right for the company and for them.

Read about how this company was successful in mobilizing their workforce in Bruce Fern’s article “Shrinking the Great Divide between Strategy and Execution.”


Strategy Development Insights for Corporate Officers
Shrinking the Great Divide between Strategy and Execution
A Blueprint for Mobilizing Your Workforce

By Bruce N. Fern

Employee engagement may sound “soft” for many organizations, but for an 8,000 employee, global, high performance technology manufacturer, a more engaged workforce was the critical ingredient to implementing a radically new market strategy.

The corporation built its reputation as a low cost, low margin, high volume manufacturer, known for quality and reliability in each of their markets. In 2003, the company decided to change direction as to a new strategy of being a technology leader and a producer of “high performance” products.

Given what was going on in the marketplace, selling value verses price was clearly the right decision. However, the corporation’s senior management found that executing on the new strategy was more of a challenge then they anticipated. Through this case study, let’s look at a blueprint for mobilizing the workforce.

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