Dynamic Execution, Flexible Adjustment

Once a company’s long-term goals are established, it’s essential to start setting short-term goals and plans. Learning from industry leaders can be highly beneficial, but it’s crucial not to adopt their strategies wholesale. The three elements of time, place, and people are never identical. A method that was effective five years ago may not be applicable today. Similarly, the same approach in different regions or executed by different people can yield different results. This is why dynamic execution is necessary.

There are also companies that innovate entirely new products or services, such as AI applications, electric vehicles, and so on. These are products that have emerged in response to the times, and as long as they solve a pain point, these companies have the potential to achieve returns of hundreds or even thousands of times their investment. However, the downside is clear: there are no predecessors to learn from, the path must be forged independently, and the risks are greater.

Regardless of the product or direction, it is crucial to understand the current capabilities of your company and the methods to achieve your phased goals. Tasks and timelines should be specified down to each month and week, with details including every number and step. When you have rehearsed the entire process, you will naturally be confident and prepared.

How many people are currently employed at our company? What are their capabilities? Do we need to hire more staff to achieve our next phase goals? Have we rehearsed the tasks for this phase? What potential issues might arise? Are all processes clear and well-defined? Is the timeline reasonable? Can most tasks be quantified? Have we set up alert triggers (e.g., the achievement rate of key metrics by specific deadlines, or the ideal and minimum return on investment ratios)?

Once we have determined what needs to be done and to what extent, it is time to establish clear quantifiable standards and execution details. Quantification provides the team with clear goals, helps set performance metrics, and implements reward and punishment systems. It is also the most important tool for monitoring the overall progress. Execution details, or SOPs (Standard Operating Procedures), ensure thorough communication from top to bottom, preventing a situation where upper management’s grand plans become lost in ambiguity at lower levels. SOPs should be detailed enough that even someone who can only read can carry out the tasks associated with a position.

During the execution process, variables are almost certain to arise, such as unclear job roles, departmental coordination issues, or unreasonable numerical allocations. While rules should not be changed lightly, excessive rigidity must also be avoided. Striking the right balance is crucial. It is essential to fully utilize management and systems to enhance team motivation and strive for exceeding targets.

Phase One

At the outset of planning, we conduct a detailed assessment of the current state of the business, including whether the organizational structure needs optimization or expansion. We also perform a SWOT analysis of the plan, establish a specific timeline, and set key numerical targets.

Phase Two

Once the plan is established, we can proceed with detailed SOP development and job role assignments, as well as employee incentive programs. Additionally, we can deploy personnel to assist with management and training.

Phase Three

Follow up and control the progress of the plan, assist in management, optimize plan details, and lay out strategies for some long-term plans.