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Strategy execution is all you need

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“Persistence is what makes the impossible possible, the possible likely, and the likely definite” said Robert Half. Many a CEO have lost their plush jobs because they failed to steer their companies towards success even though they had crafted very beautiful strategies. Having a good strategy is half the job. You still need to implement it. Many executives pay so much attention to the crafting of the strategy but they fail to pay similar attention to the execution thereof. They think strategy implementation is for other people and they would rather concentrate on other more important assignments. Business books are full of stories of companies that have failed to achieve what they had promised in their strategic plans. Various reasons have been given for such debacles. One might wonder why a very good strategy fails. The most important point to note is that success depends on execution. Having a good strategy is part of the success equation but however, the other part of the equation is execution which however always proves to be the hardest. When drafting a strategic plan, you need to plan with the execution in mind.

Executives should ensure that preparation of a strategy is inclusive. You should bring along the influential employees into the planning process, not just executive team members. These employees will contribute meaningfully to the strategy, and they will ensure that the organisation engages with the strategy. This ensures buy-in to the strategy. Some of the best ideas will come from within the organisation and not from the executive team.

When preparing a strategy we tend to leave out the details and hope someone will sort out this mess. There is a saying that says “the devil is in the detail.” If you fail to sort out the details at the outset, you will fail to execute the strategy effectively. When it comes to execution and achieving strategic goals, the details of execution tactics are just as critical as the strategy. Detailed planning involves breaking down strategic goals into smaller parts which are far easier to implement. It’s therefore very critical to deconstruct complex goals into smaller groupings of related tasks which makes execution easier.

The implementation of a strategy is done in a setting of a deep rooted organisation culture-the way things are done in that company. It is therefore very important that the current culture is taken cognisance of. Strategic execution cannot be planned without consideration of the organization’s culture. The process of strategy implementation is affected not only by organizational structure, but also by the values and social customs of the organization’s culture. A wrong culture on a good strategy will break the strategy.
Someone needs to be accountable for the tasks that will be done in the strategic plan. You need to have an actionable plan that considers the people that are required to bring the plan to fruition. An inherent lack of accountability in the planning process leads to problems and sometimes complete failures in execution.

Goals should be very clear, without any ambiguity. Once there is ambiguity in the strategic goals, it leads to confusion and failure in execution. The language used to state goals should be clear. Strategic goals must therefore be carefully constructed and need to be crisp and well understood and they should be SMART-i.e. specific, measurable, achievable, relevant and time-abound.
There is need to prioritise the goals so that focus is on important ones. Every goal cannot be top priority. Not prioritising the goals is a setup for failure. Organizations don’t have the energy or focus to take on too many goals at once. We must therefore set priorities that address the criticality of each goal relative to others.

An organisation should pay attention to the business environment. The company should be nimble and be able to adapt as the market conditions change. Failure to be flexible will prove disastrous for the organisation.
Executives should be fully committed to the strategic plan and should appreciate that the plan will improve the organisation. Some executives prepare a plan but leave it on the shelf and never refer to it. This is just as good as a failed strategy.
Paying attention to the above issues will ensure success of your strategy. A strategy, even a great one, doesn’t implement itself. Companies should pay attention to strategy execution.

  • Stewart Jakarasi is a business and financial strategist and a lecturer in business strategy (ACCA P3), advanced performance management (P5) and entrepreneurship. He is the Managing Consultant of Shekina Consulting (Pty) Ltd and provides advisory and guidance on leadership, strategy and execution, corporate governance, preparation of business plans, tender documents and on how to build and sustain high-performing organisations. For assistance in implementing some of the concepts discussed in these articles please contact him on the following contacts: sjakarasi@gmail.com, call on +266 58881062 or WhatsApp +266 62110062 .

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Short courses for ex-mineworkers

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THE Lesotho Diamond Academy has introduced mining short courses, particularly to ex-mineworkers, to help them re-enter the mining sector.
The Essential Introductory Courses, which will run for two weeks, will start from June this year. The courses are meant particularly for people who worked in mines in South Africa.

The Academy’s CEO, Relebohile Molefe, unveiled the new courses during the graduation of 18 students last week, four of whom are now armed with Cutting and Polishing certificates while 14 graduated with Rough Diamond Evaluation certificates.

The new courses include the Essential Certificate in Diamond Grading and the Essential Certificate in Diamond Evaluation.

“The decision to offer these courses aligns with the Academy’s dedication to bridge the gap and ensure that individuals with valuable experience can seamlessly reintegrate into the diamond and jewelry industry,” Molefe said.

“By providing short courses, the academy does not only impart essential skills but also contributes to the sector’s growth by reactivating experienced individuals who had lost access to the industry due to no formal documents showing their experience in the industry,’’ she said.

During the graduation celebration, Molefe also unveiled a new sponsorship programme for various courses.

One outstanding student previously sponsored, who demonstrated exceptional proficiency in Rough Diamond Evaluation, was granted a fully funded bursary to further his studies into Advanced Certificate in Round Diamond Brilliantering.

In pursuit of its multifaceted objectives, one of which is to serve as a catalyst for employers in the diamond and jewelry sector to devise skills development strategies, the Academy is set to sponsor four additional students in the upcoming intake starting from February 15.

Two of these bursaries will afford a 30 percent discount on overall fees for two students progressing from Cutting and Polishing to advanced studies in Rough Diamond Evaluation.

Two will be fully funded bursaries to study for a Certificate in Diamond Cutting and Polishing.

Additionally, the institution will extend two fully funded bursaries to the public, fostering inclusivity and expanding opportunities.

The Academy says it plans to announce the search for two deserving Basotho individuals on its social media pages and website.

“Importantly, the bursary programme bears no age restrictions, reflecting a commitment to fairness and inclusiveness, ensuring that opportunities are accessible to all, irrespective of age,” it says in a statement.

The Academy says it seeks “to be a dynamic force in shaping the industry, not just within national borders, but also on regional and international platforms”.

“The emphasis on competitiveness within these markets underscores the institution’s commitment to producing graduates who are not only proficient but also globally competitive,” the statement reads.

“The recent graduation ceremony symbolises a milestone in the Academy’s journey. The success of its students is a testament to the quality of education and the foresight embedded in the curriculum.”

The Academy says its decision to sponsor further education for outstanding performers reflects a belief in nurturing talent and contributing to the continuous improvement of the diamond industry.

The Lesotho Diamond Academy was founded by the late Mpalipali Molefe, a prominent educator, diamond trader and an MP, who recognised the imperative to elevate professionalism in the diamond industry.

Staff Reporter

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Bank hands over uniforms to students

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THE Lesotho Post Bank donated uniforms to students at Leqele High School worth a staggering M60 000 as part of its Back-To-School campaign.
The bank said it did this “to keep needy children in school and to promote their education”.

A teacher at the school, Tšepo Semethe, said the uniforms will likely motivate the students to work harder in their studies.

Semethe insisted on giving the bank the names of the students so that it could check their performance at the end of the year.

“At Leqele High School, we work very hard because what we want is excellence above all. To us, hard work pays,” he said.

The bank’s Chief Risk Officer, Molefi Khama, said they are getting old, they will soon retire and Lesotho Post Bank will be in the hands of these children.

He pleaded with the students to work harder.

“This is why we decided to come here to support the students in their education so that when coming to school, they should be confident,” Khama said.

“We are watching you and waiting on you,” he said.

The school’s head prefect, Tholoana Monatsi, said from now on, “no student will be identified by what they wear”.

“(Lesotho) Post Bank made us one and we thank them for that because what we wear cannot stand before our education. We indeed thank you and forever you will hold special places in our hearts,” she said.

A parent, ’Marorisang Latela, said they were very grateful for the gift from Lesotho Post Bank adding that they must also donate to other schools.

Minister of Trade, Mokethi Shelile, promised to go back to the school to discuss how the children could learn in comfortable surroundings.

Relebohile Tšepe

 

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Mamello School of Special Needs wins prize

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MAMELLO School of Special Needs is the first-place winner of Standard Lesotho Bank’s Scaled-Up Pitching Den held at Maseru Avani on Tuesday.
The school has secured a grand prize for an all-expenses-paid trip to Kenya to participate as a finalist representing Lesotho at the Standard Bank Africa Awards.

The school, pioneered in 2020 during the early days of the Covid-19 pandemic through Zoom classes, deals with children who live with conditions such as autism, attachment disorders, Attention Deficit Hyperactivity Disorder (ADHD) dyslexia, Down syndrome and slow learners.


STKTM Solutions claimed the second-place spot, receiving a commendable M10 000, while Masia Farms secured third place and a M5 000 prize.


Pheello Masia of Masia Farms, thanked Standard Lesotho Bank for backing their vision and that of other Basotho entrepreneurs.


He acknowledged that the bank’s faith in their endeavours serves as a source of inspiration, propelling them to work harder and foster growth within the community.


The event, aimed at fortifying support and fostering regional integration for Basotho entrepreneurs across the African continent, showcased the bank’s commitment to driving the growth of Lesotho.


Malatola Phothane, Head of Enterprise Banking at Standard Lesotho Bank, set the tone in his welcoming remarks.


“As Standard Lesotho Bank, through business and commercial banking, we strive to turn possibilities into opportunities,” Phothane said.


“Lesotho is our home, and we drive her growth,” he said.


His words resonated with the bank’s dedication to nurturing local talent and fostering economic development.


Phothane acknowledged the eight finalists, commending them for their resilience and passion for their businesses.


He emphasised how each entrepreneur had stood their ground, displaying knowledge and unwavering commitment.


The recognition not only highlighted the achievements of the finalists but also underscored the bank’s role in recognising and uplifting the entrepreneurial spirit within the community.


Aliciah Motšoane, founder of Prestige Furnitures and Sentebale Gap Funeral Services, played a significant role at the event as a motivational speaker, sharing her entrepreneurial journey filled with challenges and triumphs.


She recounted her humble beginnings when she was selling bread in high school, leading to the establishment of Prestige Furnitures in 1998.


Despite facing a significant setback after her shop was burnt down during the riots and incurring a loss of M5 million, Motšoane never gave up.


She said business is always a demanding endeavour adding that it needs hard work and a unique mindset.


She urged entrepreneurs to embrace their roots, seek inspiration, and persevere through challenges.


The keynote speaker, the bank’s Head of Business and Commercial Clients, Keketso Makara, said the bank is committed to foster a thriving business environment, highlighting the pivotal role of youth collaboration across diverse economic sectors.


Makara said their mandate aims to empower youths in steering the private sector towards growth, contributing to economic diversification.


Makara urged the eight finalists to actively involve bankers in refining their proposals for maximum impact on economic stimulation and sustainable development.


The bank said the Scaled-Up Pitching Den not only served as a stage for entrepreneurs to present their ventures but also acted as a driving force for networking, collaboration, and collective empowerment.

Staff Reporter

 

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