In today’s economy, a failed execution of strategy uses up both time and resources that can’t be wasted. Corporate executives, consultants and academics intend to find ways to eliminate the abiding gap between the strategic vision and reality of corporate performance.

The REALIZETM framework eliminates this gap @Steve Largent Youth Jersey and making strategic vision a reality by,

  • Linking strategy to business processes
  • Understanding and leveraging the corporate culture in which these processes exist
  • Connecting people, processes and strategy from a very early stage in strategic initiatives.

REALIZETM framework follows a simple logic and breaks down the strategic execution process into seven steps as follows,

Robust Strategy: Building robust strategies to compel and excite people to execute them

Enable Change: Working with the culture that exists, not changing it

Approach: Going beyond project plans to engage key stakeholders in the implementation

Leading Change: Leading a change requires listening and the capacity to lead as a team

Invest: Making choices to acquire key competencies for successful implementation

Zeal: Paying attention to build and create energy and momentum for implementing change

Ensure: Embedding implementation in day-to-day @Dak Prescott Jersey work life.


  1. I – Invest

    The ‘Invest’ segment of tools for strategic management occupy a core place in the REALIZE framework as it helps to determine the competencies of the company to achieve a goal. The tool also helps to understand what other additional competencies may be required to execute a strategy and the best methods to obtain these missing competencies.

    1. The framework has a very organized matrix format to map out visually where the competencies and the deficiencies of a company are. This makes it easier to visualize and identify strategic gaps which might otherwise be overlooked.
    2. The tool is not merely analytical but very much actionable as it gives a measured look at the deficiencies in capability to meet the targets.

    1. The competitive impact versus competitive position matrix is organized but only depicts sourcing of identified competency gaps. There may be gaps which become more evident once operations begin.

    1. The framework could be modified to depict a roadmap depicting each milestone and what the impact/position framework looks like.
    2. At the time of each pre-set milestone – the matrix can be compared to the planning matrix to test whether anticipated benefits have been enjoyed and if not, what course correction is required.

  2. Z – Zeal

    The Zeal aspect in the REALIZE framework deals with the enthusiasm and momentum for change in the organization. Long term implementation of change requires dealing with roadblocks and frustrations which the individuals and the organization need to overcome in order to get things done. The means to overcome these hurdles and maintain a positive attitude and energy is to create a system of quick wins which can boost morale, broaden the buy-in, silence critics and build confidence towards the long term strategy.

    1. The Quick Wins approach ensures a positive mindset for all the stakeholders and especially the employees involved. This positive mindset contributes a great deal towards long term commitment to the project.
    2. When coinciding with key milestones, quick wins encourage activities that push the agenda forward and create momentum rather than just have activities without direction.

    There is a chance that Quick Wins are sometimes just declared for to gain the psychological advantages of the reward.

    1. The upcoming rewards for quick wins should be publicized so that the employees who are on a long roadmap are aware of the short-term objective and reward and have something to look forward to and ease the long term pressure.
    2. The quick wins should overall be connected to the long term agenda and encouraging so that the employees do not slack off immediately after being rewarded for good work.

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