Figure 10
The radar chart representing key factors for the successful execution of strategy with their respective importance scores in percentage. The highest-rated factor, at 100 percent, is “Reviewing the current ‘Organisational Capabilities’ and acquiring the right capabilities in line with the strategic intent is a critical condition for successful Strategy Execution.” Other high-scoring factors include: “Leadership alignment on either the strategic intent or the related trajectory by which the strategy will be realized is a critical condition for successful Strategy Execution” (96 percent). “Clarity of Decision Rights for individuals or groups tasked with driving Strategy Execution” (92 percent). “Listening to what employees are saying and the way they speak can give an indication on whether the trajectory of strategic intent is changing or moving in the desired path” (92 percent). “When changing or launching a new strategy, it is highly likely that new and slash or different capabilities will be required” (88 percent). “Experiencing the future (through prototyping, simulations, or pilot projects) is critical in aiding Strategy Execution” (84 percent). “When the strategy changes, it is necessary to review the operating model and design principles to guide the transition to the new or desired strategic intent” (84 percent). “Clarity of the details of Transactions that an organisation has entered or is in discussions is fundamental in checking how that entity will successfully execute strategy” (76 percent).Delphi R#2 results on the extent of consensus of experts on the basic conditions of success of any strategy execution effort