brian h. cameron | whynde kuehn

An expert playbook for effective strategy execution

In The Execution Challenge: Delivering Great Strategy at Scale, a team of renowned strategy execution researchers and consultants delivers a practical and insightful new take on how to effectively execute strategy in today’s complex, fast-changing environments.

sneak peek

Foreword By Dr. Albert A. Vicere

Creating the capacity to execute has long been the missing link in the strategy process. This book bridges that gap, showing us how to create the connection between strategy development and strategy execution.

This is an excerpt from the Foreword by Dr. Albert A. Vicere, Smeal College of Business, The Pennsylvania State University

I first met Brian Cameron more than 30 years ago when I was Associate Dean for Executive Education at the Smeal College of Business at Penn State. Brian became a valued member of our staff and helped us to incorporate newly developing technologies into our management processes. We stayed in touch as his career unfolded, and I followed his work as it evolved into a focus on business architecture in which technology played a role, but strategy execution was the goal. Brian introduced me to Whynde Kuehn, and the two of them impressed and engaged me with their approach to strategic business architecture and to creating “lines of sight” that directly link strategy development to strategy execution.

In The Execution Challenge, Brian and Whynde present a handbook for strategy implementation with strategic business architecture as the enabling platform. Throughout the book, they share their tested approach to strategy execution, beginning with an explanation of strategic business architecture as a discipline, then unveiling an array of approaches, frameworks, tools, and assessments that enable readers to understand and apply the discipline to strategy execution in their own organizations.

The authors share their experiences, both as contributors to the establishment of strategic business architecture as a proven discipline and also as consultants who have helped organizations globally to create the crucial “line of sight” processes linking strategy with execution. These processes have enabled those organizations to evolve their strategies from ideation, through well-designed and coordinated projects, into well-defined results.

Creating the capacity to execute has long been the missing link in the strategy process. This book bridges that gap, showing us how to create the connection between strategy development and strategy execution. The authors provide us with a road map for how to turn the promise of strategy into the reality of results.

— Dr. Albert A. Vicere, Smeal College of Business, The Pennsylvania State University

The Authors

BRIAN H. CAMERON is the Associate Dean for Professional Graduate Programs and Executive Education in the Smeal College of Business at the Pennsylvania State University. He is also a Clinical Professor of Information Systems in the Smeal College of Business and a Senior Consultant with Cutter Consortium’s Business & Enterprise Architecture practice.

WHYNDE KUEHN is recognized globally as a highly sought-after pioneer, thought leader, and educator in strategy execution, transformation, and strategic business architecture. She has consulted with an extensive array of organizations to build their capacity for end-to-end strategy execution, including Fortune 500 and global enterprises, governmental and nonprofit organizations, social enterprises, startups, and cross-sector initiatives.

Testimonials

What Professionals Are Saying

“Too often companies have a disconnect between their strategy and their change investments, compromising their operating plan and financial performance. Cameron and Kuehn promote a well-researched, comprehensive, educational insight into the essential discipline of strategic business architecture that provides the red-thread between strategy and execution; ultimately helping organizations succeed in their chosen journey.”

PETER ELSDON, Head of Strategic Transformation Planning, Strategy Office, A.P. Moller-Maersk