We should view execution as a tool box of skills and experience our team members bring to the table.
Execution of a strategy is not linear. Goals and plans that are in the strategy are fluid and unique. We can think about how we might build our teams based on the needs of the plan. We can execute a strategy by asking questions around People, Process, and Tools.
People
The foundation of successful execution lies in thoughtful organization of people and building trust.
What skills do we need to be successful?
How might we best staff plans based upon the skills needs get to where we need to be?
How will our cross-functional roles best work together?
What kind of budget do we have to staff our teams?
Process
Process provides the essential framework that enables consistent, high-quality product development. We need to be open to finding processes that provide enough guidance and continuity but still allow for innovation.
How can we support the ideal process of research, ideation, development, and feedback?
How do we all stay aligned for the bigger picture all the way down to a single week?
How do we keep stakeholders informed with correct amount and level of information?
How do we create processes that allow for build team independence but also commonality across teams?
Tools
Tools are an important part of execution but we must be open to tools changing and evolving. We mustn’t die by certain tools but we must be open to what allows us to best stay on path towards our vision, goals and plans.
Are there tools already in place? Are there too many tools? Does everyone have alignment on these tools?
Is there a strong technical and design system for reference in place? How might we set this up in a way that is best supported and communicated?
Do we have a clear place to document a backlog, track work, and plan for releases?