Strategy and Execution: How to Align in Your Company

Introduction about Strategy and Execution

The importance of understanding people in the organization

The dream of every entrepreneur is that his company is efficient! To be able to deliver your dreams, to the point of always being at the same pace of your desires and desires. May all employees be in their ideal place of work, with a process previously designed to work perfectly with the business model they designed in their head. We will show you how that is possible, aligning strategy and execution in your company!

Chapter 1

I propose an empathy challenge, put yourself in the other's shoes. Have you ever thought about what goes on in the minds of each of your employees?

In the beginning, when still in a company in creation and construction, it is much easier to use empathy, everyone knows each other very well. For this reason, they are all much more connected, they know each other's limits, working together in line with shared dreams.

The problem of lack of alignment between strategy and execution starts to happen just when things are done with a lot of sweat by your small team started to work. Each new person who starts at your company tends to bring more capacity, but it also adds a degree of complexity.

Each of the people on your team has a head, thinks and acts differently.

All with their own dreams, which may be out of alignment with the company. Different skills, different knowledge, and personalities that can be complex. For this reason, the challenge only increases when things “work out”, and even more so when it happens very fast.

Purpose is something stronger and stronger, people involved in companies today seek not only money, they increasingly want to work with things they like and believe in, they want to have goals in common with the organization and for that very reason, strategic planning started to lead much more into account the values ​​and needs of the people involved. In other words, the organizational environment has become highly complex, dynamic and also competitive.

In this context, the concepts and techniques that were successful in other times may no longer meet the needs of today’s organizations. The executives, on the one hand, see their strategy of pursuing the optimal single objective threatened, considering, however, the task of devising a strategy that simultaneously contemplates multiple objectives present throughout the company, almost impossible, are aware that they simply ignore it. makes them even more vulnerable to the market.

Therefore, the search for a rational planning process, at the same time flexible and aligned with the different levels of action and decision making, is perhaps an essential condition for competitiveness.

Companies are living organisms, interpreted less and less as “factories” and much more as “systems”, adapting more and more to the demands of new realities in the current world. They need to adapt and move quickly, to allocate ideal resources and ensure the best possible efficiency, month by month, taking advantage of their hierarchy in an optimal way, with aligned strategy and execution.

Chapter 2

Imagine the impact

In the global world we live in, from developed nations in any corner of the globe, where 90% of people worked for a fair wage in their capacity and in their hierarchical level of management.We work many hours a week for 30 to 50 years.

The current poor economic distribution is often caused by unfair wage/remuneration systems that accumulate over cycles. “Luck” will always determine everything, but the careers of all of us depend on the good or bad judgment of the managers involved in “small” decisions. We are talking about economics, billions of people depend on the best use of resources that is available, not to mention the more than 5.4% of unemployed people in the world, all without counting the immigrants and the homeless.

Freud says that work and sex are the two most important things for the human. Our work is necessary to adjust as human beings, we need to be able to work at our maximum potential capacity to feel fulfilled. The quality of interpersonal relationships with our managers and as managers with our subordinates depends on how we handle all the “events” that end up happening along the way.

Imagine how different the world would be if the right people dealt with the complexity required by each position. We will have teams with much fewer errors, more relaxed work environments, and completely different results. Each using their maximum potential throughout their career, living much more fulfilled and also generating much more impact on the world.

Chapter 3

Optimize existing structures to make the most of the accumulated complexity

In the world of modern companies, people tend to believe in the dystopia of a company with no hierarchy, where people are free to do and happen. They may even believe that organizational structures do not exist. Likewise, traditional companies tend to believe that their vertical hierarchical structures tend to be a problem and that they should adopt matrix or more modern models.

The great truth is that organizational structures must work and create processes to make people sure that they can trust each other to work together honestly and directly. In addition, they need to believe that they can use their personal capabilities to the fullest, both for their personal satisfaction and to contribute to the company’s strategic goals.

These objectives may seem a little removed from the common experience of working in managerial hierarchies, precisely because the current structures are often working contrary to these main objectives. We as people do not need to love or even like each other to work together, but we certainly need to trust and care for one another.

Hierarchies have existed since the beginning of our existence, there are records of hierarchical systems since the post-tribal era, 3,000 years ago, and it has the role of providing a solid basis for any structure and making an exact match between the needs of each position and the human capabilities. Alone we can only build something limited by our individual capacities, uniting with other people we can build complex ecosystems that can take society to a new time.

Therefore, the great secret of any hierarchical system is to create an optimal structure, using the potential capacity of the individuals involved in the right positions, maintaining trust between all those involved. Hierarchies have always existed and will continue to exist in any institution.

You may think, as is common, that organization, or “too much bureaucracy”, undermines the adaptability and innovative initiatives you would like to have. It is a bad organization that does that. A good organization has just the opposite effect. Creativity, innovation, and freedom depend not on chaos and disorganization, but on the development of structures that allow their opportunities to appear, to allow people to live and work in harmony.

Chapter 4

Always improve!

We dream of the future, we see what we want. The act of entrepreneurship is natural and instinctive, seeking something new and doing it all with our individual purpose, present in each person in your organization. Commitment and Values ​​unite those involved in all their teams.

The search for continuous improvement needs to be intense, we are getting faster and it is clear to us that companies need to be faster. To improve is to be better than something, a solid base that makes sense to us and, as human beings, we need to mark rituals.

We learn to have the ability to leave the present moment and reflect on actions we take, observe and draw conclusions from deviations in routes and adjust the new path. Working with the strategy, it is necessary to design and monitor how everything happens. We learn to “control time” and use cycles to analyze steps for our future.

The first principle of the Agile Manifesto is “Individuals and interaction between them more than processes and tools”, that’s why we need to ensure that all the company’s creative capacity is properly aligned to deliver all of this. That is why we organize ourselves in “systems” sized for each complexity of demand understood and multi-variables that may appear along the way.

Mastering the complexity involved improves the entire system, everything happens with less friction and the created gear gets stronger. The search for all of us in management is precisely how to master this entire system.

Chapter 5

Bottleneck reduction

The search for excellence is often lost in the expectation of "improving everything" without a clear focus of action. Seeing the needs for change is a good thing, but wanting to change everything without prioritizing creates enormous expectations, which is usually accompanied by disappointment.


On an assembly line, capacity-constraining features are known as bottlenecks. The slowest season will always determine the pace and volume of the final production. The same applies to any production system, the weakest link will always define the final volume.

Any search for continuous improvement should always have 3 objectives: to produce more, in less time and with fewer errors. The way is to maximize the processes, exploring all available resources and tools. More than changing the system, the big challenge is not to work with a focus on symptoms, but to search for the systemic and profound causes of the problems.

For this reason, the search for continuous improvement must seek to reduce these bottlenecks as much as possible: in a balanced system, at the same pace in all areas, the system would be perfect. With new bottlenecks arising due to the new degree of complexity of the system.

Chapter 6

Using frameworks

We seek confidence in decisions, that's why we turn to the past to validate theories that cross our minds, in the same way, we find frameworks that can be used to make all of this seem more logical.


Thus, the operational strategy needs to involve methods, seeking to optimize the entire process in order to avoid bottlenecks and have an adequate balance of the system’s capacity.

There are frameworks for all tastes and for all objectives, people have created frameworks throughout our history with confidence that dictated management for a long time, were successful and how all continuous improvement may have been left behind.

Finding out for sure which framework to use is complex, requires a prior study, risk of decision and certainly a huge degree of difficulty of implementation, so it can be applied in small areas of the company as a test. How will my organization adapt to all of this?

And likewise, we need to cover the entire organization. Find out how it behaves, optimizing the structuring of optimal efforts to create and deliver plans. Aligning strategy and execution is certainly one of the main bottlenecks in any management.

Processes for implementing management format changes need to be strong, in order to clearly stand and validate “formats” with confidence in teams adapted to other realities. Changing is always complicated, and that’s why we have difficulty with changes, only seeing the results that we managed to create internal confidence that we are in the right direction.

You can use the frameworks you trust most, but we are already in 2020, avoid starting to do things in your head or in the collective imagination. Notebooks, sheets, and paper may even make sense for viewing, but good old software is undoubtedly your best option.

It is not simple to start using a SaaS. Individuals and interactions more than processes and tools. The tools and processes are available to improve our human relationships, we first of all need to think about what management rituals we need, what the objectives are and whether each of the parties involved has the amount of information for the next cycle of trust created by the meeting.

Chapter 7

The evolution of strategic planning

A few decades ago, the models and ideas used to develop strategic planning were restricted to monetary values ​​and quantitative variables that are easy to obtain and measure. Despite considering strengths and weaknesses, these models do not link them to the organization's objectives, much less operationalize them. As a result, the product of the strategic planning process often exists only on the walls of top management.

Antecipar eventos futuros é um dos maiores desafios das organizações contemporâneas.

Anticipating future events is one of the greatest challenges facing contemporary organizations.

Today we understand strategic planning as something much more dynamic, taking into account the objectives of the company and the diverse people of the organization. It needs to be something of the entire company that really guides the way. Communication and clarity are big differentials.

One of the most modern models for strategic management is the OKR created by Intel, but it became known worldwide by Google. The method defines objectives and results within your company. The function of this method is to define the strategy to generate alignment between the entire company, at all hierarchical levels of the organization.


“I will” (Objective)

“Measured by” (key result set)


That is, in OKRs we have two main components:


  • Objectives (O): a concise statement of the direction desired by the company. A good goal has to be vividly described so that people can imagine how impactful it will be to achieve it;
  • Key results (KR): goals with a direct impact on reaching the goal if it is successfully accomplished.


We create and communicate OKRs to the company, we make it clear to the company, the team and people what we expect from each other, we align expectations, but mainly, we give the direction we want to follow.

Chapter 8

Unfolding the tactical plan

With a clear strategy, defining what can be done at the tactical level is the next management challenge. Identifying and building the deliverables that need to happen in the period determined by the planning so that it can be reached is the biggest challenge here.

Finding the root cause may not be easy, especially not knowing how to do it. Not all people are able to identify, precisely because they focus on a very short spectrum of the complexity involved.

Likewise, “some setting” with the specifics of the place is required. Technical knowledge is a complementary factor for this whole vision.

In a simple and clear way, a Milestone is a delivery. If your key result is “reaching three thousand views on our website”, a Milestone for this KR can be “Create an attractive blog”.

The person responsible for the “breaking” of Results in Milestone is essential for the success of each key result involved. Transforming dreams into delivery requires a great deal of observation, analysis and criticism power, detailing everything clearly for everyone involved is in itself understanding the team’s difficulties in the execution of the plan.

Chapter 9

Execution is where the magic happens!

Get out of place. Make things happen! It is the big secret of any team. It is useless to have a perfect strategy, planned covering all possible important variables if the execution does not happen. The big secret is precisely that, making all dreams come true.

Execution is usually the big secret of any company. Making everything happen efficiently and quickly is a recipe for success. Doing small and making mistakes quickly is the best way to prove that all planning is true.

Running the Sprint cycles, the operational team makes things come true. An agile company with its strategy and execution aligned has control over the subjective work of its team in operational tasks and is able to transform itself in the face of the required needs.

Chapter 10

Take a test!

Regardless of the size of your organization, I suggest you take a test. Choose an area or small management of your company and test using our Roads framework to make your company align strategy and execution.

Start with the strategy, defining the Key Objectives and Results, invite the team manager to create Milestones that will mark the deliveries to reach the goal. Involve your entire team and follow the sprints. It is your commitment that will be the biggest differential for this to work.

Perform the rituals, not forgetting that there are different people in the room. Make the communication clear and understand if everyone is properly prepared to start running. Perfection only comes with time, or it never arrives, but that is a talk for another time.

It is important to remember, more than implementing a methodology, we are changing your organization to have the strategy and execution aligned. Prepare to encounter difficulties and opportunities for improvement along the way.

Now that you know how to align strategy and execution, it's time to get your hands dirty and apply it to your company. We guarantee that your teams will work faster and more efficiently using this management model!

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