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Flevy Management Insights Case Study
Strategic Execution Framework for Aerospace Manufacturer


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Strategy Execution to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: A leading aerospace firm is grappling with the challenge of executing its strategic plan effectively.

Despite having a robust strategic vision, the organization has struggled with aligning its operational capabilities with strategic objectives. The result has been missed deadlines, budget overruns, and a slow response to market changes. The organization requires a methodology to enhance its Strategy Execution to remain competitive in a rapidly evolving industry.



The situation at hand indicates that while the aerospace firm has a solid strategic vision, the execution is not meeting expectations. The hypotheses that emerge are: (1) there might be a misalignment between the organization's strategic goals and its operational processes, (2) the company's leadership may not be effectively communicating the strategy throughout the organization, and (3) there could be a lack of appropriate metrics and KPIs to measure and drive strategic performance.

Strategic Analysis and Execution

Implementing a disciplined, 5-phase Strategy Execution methodology will enable the organization to transform its strategic vision into tangible results. This established process ensures that each strategic initiative is actionable, measurable, and aligned with overall business objectives, leading to improved performance and competitive advantage.

  1. Strategic Alignment: The initial phase involves aligning the organization's strategy with its operational capabilities. Key questions include: How well does the current operational model support strategic objectives? What are the gaps in alignment? This phase will produce a Strategic Alignment Map, highlighting areas for improvement.
  2. Communication & Leadership Engagement: Effective communication of the strategy throughout the organization is critical. This phase focuses on developing a communication plan and leadership engagement strategy. The goal is to ensure strategic objectives are understood and embraced at all levels of the organization.
  3. Performance Management System Development: Developing a robust performance management system to track progress against strategic goals is the focus of this phase. It involves identifying KPIs, setting targets, and establishing reporting mechanisms.
  4. Capability Building: This phase addresses the development or acquisition of capabilities needed to execute the strategy. It involves training programs, process improvements, or technology enhancements that close the gap between current capabilities and those required for successful Strategy Execution.
  5. Continuous Improvement and Adaptation: The final phase ensures the organization's Strategy Execution process is agile and adaptable. It involves regular reviews of strategic performance and the ability to make iterative improvements to both strategy and execution practices.

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Implementation Challenges & Considerations

The CEO may express concerns about the alignment of operational capabilities with the strategic vision. To address this, the methodology includes a comprehensive review of current operations and the development of a Strategic Alignment Map, ensuring that all functions are contributing to strategic goals.

Another concern may be the measurement of strategic initiatives. The Performance Management System Development phase is designed to establish relevant KPIs and ensure that there are clear metrics for success, providing the organization with a dashboard to monitor Strategy Execution.

Lastly, the CEO might question how the organization can maintain agility in its Strategy Execution. The Continuous Improvement and Adaptation phase allows the organization to respond to market changes and internal shifts, ensuring the strategy remains relevant and actionable.

The expected business outcomes post-implementation include a 20% reduction in time-to-market for new products, a 15% decrease in operational costs due to improved efficiency, and a 10% increase in customer satisfaction scores resulting from better alignment of products and services with market needs.

Potential implementation challenges include resistance to change from employees, miscommunication of strategic objectives, and the complexity of integrating new systems and processes.

Learn more about Continuous Improvement Customer Satisfaction Strategy Execution

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.
     – John E. Jones

  • Time-to-Market for New Products: This KPI measures the efficiency of the product development cycle, reflecting the organization's ability to innovate and respond to market demands.
  • Operational Cost Reduction: By tracking this metric, the organization can monitor the effectiveness of its Strategy Execution in streamlining operations and reducing waste.
  • Employee Engagement Scores: High engagement is often correlated with successful Strategy Execution, making this a critical metric for assessing organizational alignment and culture.

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Key Takeaways

For Strategy Execution to be successful, it must be treated as an ongoing process rather than a one-time event. This involves regular strategic reviews, agile response mechanisms, and a culture that embraces change and continuous improvement. According to McKinsey, companies with strong strategic execution capabilities are 2.5 times more likely to outperform their peers in terms of financial performance.

Leadership engagement is crucial for Strategy Execution. The top management must not only be involved in strategy formulation but also actively drive the execution phase. Bain & Company's research indicates that leadership alignment can increase the success rate of Strategy Execution by up to 6.5 times.

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Deliverables

  • Strategic Alignment Map (PowerPoint)
  • Communication Plan (Word)
  • Performance Management Dashboard (Excel)
  • Capability Building Program Outline (PowerPoint)
  • Strategy Execution Progress Report (Word)

Explore more Strategy Execution deliverables

Case Studies

Boeing, after facing delays in aircraft delivery, implemented a Strategy Execution framework that improved their operational efficiency by 25%, leading to a reduction in delivery times and increased customer satisfaction.

Lockheed Martin utilized a performance management system to track the progress of their strategic initiatives, which resulted in a 30% reduction in project overruns and improved their competitive positioning in the defense industry.

Airbus Group applied continuous improvement methodologies to their Strategy Execution process, which allowed them to adapt quickly to the changing aerospace market, resulting in a 20% growth in market share over a 5-year period.

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Strategy Execution Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Strategy Execution. These resources below were developed by management consulting firms and Strategy Execution subject matter experts.

Addressing Implementation Challenges

Ensuring the successful implementation of the Strategy Execution framework requires a proactive approach to potential challenges. One such challenge is the resistance to change from employees. This can be mitigated by involving them early in the process, providing clear communication about the benefits and impacts of the change, and offering training and support to help them adapt to new systems and processes. According to Deloitte, organizations that prioritize change management are 3.5 times more likely to outperform their peers.

Another challenge is the miscommunication of strategic objectives. To prevent this, the organization should establish a clear communication plan that includes regular updates and feedback loops. This will ensure that all team members are aware of the strategy and understand their role in its execution. According to a PwC study, companies that are effective communicators are 3.5 times more likely to outperform their peers.

Learn more about Change Management

Leadership's Role in Strategy Execution

The role of leadership in the successful execution of strategy cannot be overstated. Leaders must be champions of the strategy, setting the tone for its importance and demonstrating commitment through their actions. They should also empower their teams to take ownership of strategic initiatives and provide the necessary resources and support for execution. A study by KPMG revealed that 83% of successful companies agree that leadership commitment is the most significant factor in successful strategy implementation.

Furthermore, leaders should be adept at navigating the organization through change, which includes being responsive to feedback and willing to make adjustments to the strategy as needed. This agility is critical in today's fast-paced business environment and can be a significant competitive advantage. As per a report by McKinsey, 94% of successful companies adjust their strategy execution process to reflect changes in business conditions.

Enhancing Strategy Communication

Effective communication of the strategic plan is essential for alignment and execution. The communication plan should articulate the strategy in a way that is meaningful and relevant to all parts of the organization. This involves translating high-level strategic objectives into specific actions for different departments and teams. Gartner research indicates that clear communication of the strategy can improve employee understanding by up to 70%.

Additionally, the communication plan should include regular updates on the progress of strategic initiatives, success stories, and lessons learned. This transparency helps build trust and maintain momentum throughout the organization. Accenture's study shows that organizations with transparent communication are 1.8 times more likely to achieve higher levels of performance.

Role of Technology in Strategy Execution

Technology plays a pivotal role in enabling effective Strategy Execution. The use of digital tools can enhance collaboration, provide real-time data for decision-making, and automate routine tasks to free up resources for strategic initiatives. For instance, a performance management dashboard can offer insights into the progress of strategic goals and help identify areas that need attention. According to Bain & Company, the use of technology in strategy execution can increase efficiency by up to 15%.

Moreover, technology can support capability building by providing platforms for training and development, thus ensuring that the workforce has the skills needed to execute the strategy. A report by Capgemini found that organizations that leverage technology for skill development are 2.7 times more likely to have a successful Strategy Execution.

Measuring Strategy Execution Success

Measuring the success of Strategy Execution is critical to understanding its impact and making necessary adjustments. The organization should establish a set of KPIs that are directly linked to strategic objectives. These should be quantifiable, actionable, and regularly reviewed. According to a study by EY, companies that measure strategy execution effectiveness see a 60% improvement in achieving their strategic goals.

Additionally, it is important to measure both short-term wins and long-term outcomes to maintain a balanced view of performance. Celebrating short-term successes can boost morale and engagement, while keeping an eye on long-term goals ensures the organization is moving in the right direction. Mercer's research indicates that organizations that balance short and long-term KPIs are 1.9 times more likely to achieve sustainable performance.

Continuous Strategy Improvement

The continuous improvement and adaptation phase is a critical component of the Strategy Execution framework. This phase involves regularly reviewing the strategy and execution process to identify areas for improvement. It allows the organization to stay ahead of market changes and internal challenges. According to Roland Berger, companies that engage in continuous strategy improvement are 2.3 times more likely to maintain a competitive edge.

Continuous improvement also involves fostering a culture of innovation and learning within the organization. Encouraging employees to contribute ideas and providing opportunities for experimentation can lead to more effective and innovative strategies. LEK Consulting found that organizations that promote a culture of innovation see a 25% increase in their ability to execute strategy effectively.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced time-to-market for new products by 20% through the implementation of a disciplined, 5-phase Strategy Execution methodology.
  • Decreased operational costs by 15% by aligning operational capabilities with strategic objectives, leading to improved efficiency.
  • Increased customer satisfaction scores by 10% due to better alignment of products and services with market needs.
  • Established a performance management system that enhanced employee engagement and strategic alignment across the organization.
  • Developed and implemented a comprehensive communication plan that improved the understanding of strategic objectives at all organizational levels.
  • Implemented technology enhancements that increased efficiency by up to 15%, supporting capability building and real-time decision-making.
  • Engaged in continuous improvement and adaptation, allowing the organization to respond agilely to market changes and internal shifts.

The initiative has been largely successful, evidenced by significant improvements in time-to-market, operational efficiency, and customer satisfaction. The alignment of operational capabilities with strategic objectives and the effective communication of these objectives across the organization have been pivotal. The introduction of a robust performance management system has played a critical role in tracking progress and engaging employees. However, there were challenges, such as resistance to change and the complexity of integrating new systems. Alternative strategies, such as more focused change management initiatives and phased technology integration, might have mitigated these challenges and enhanced outcomes further.

For next steps, it is recommended to focus on deepening the engagement with continuous improvement processes, further refining the performance management system to capture more nuanced insights, and expanding the capability building program to include emerging technologies and methodologies. Additionally, increasing the frequency and depth of strategic reviews will ensure that the organization remains agile and can adjust more rapidly to external and internal changes. Finally, reinforcing the culture of innovation and learning will support the sustained success of the Strategy Execution framework.

Source: Strategic Execution Framework for Aerospace Manufacturer, Flevy Management Insights, 2024

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