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Bjarni S. Jonsson


CSO and Co-founder of DecideAct, Management consultant and social entrepreneur. Bjarni focuses primarily on large-scale human system change and evolution. Bjarni has a Cand Oecon degree from the University of Iceland, and an MBA from University of Michigan Ross School of Business and finished a doctoral thesis in June 2013 at the Adizes Graduate School in California. Together with Flemming Videriksen, he has spent the past ten years mapping how to create the optimal infrastructure for successful implementation of strategies.

More from this author

Why Is Goal Alignment So Important For Strategy Execution?

In my previous blog, I outlined important principles of aligning teams around clear goals. An important element was to establish a clear line of sight to each goal. I also mentioned that a team’s line of sight is usually clear after sufficient discussion and alignment around the goals. However, this is more complicated for large organizations. Therefore I’ll explore here how to align the whole organization around shared objectives.

How to align your team for strategy execution

Turning a group of employees into a high-performing strategy execution team is profitable more than just monetarily. It’s a win for the team members themselves; aligned, high-performing teams turn ordinary people to into local heroes. And it forges the way for even greater success as the Strategy Execution Management team’s example spreads throughout the organization.  

What is a Critical Success Factor?

A very common question is, what is a critical success factor? The short answer is that a critical success factor, or key success factor, is an expected success one is seeking. However, when it comes to using Critical Success Factors, hereafter named CSF, in the context of strategy, the meaning and use is somewhat more pre-defined and formal. 

Strategy Trends for 2023

Major digital strategy trends are emerging in the way strategy is formulated, executed, and governed. In 2023 and beyond, traditional ways of working with strategy will give way to a totally different set of processes, measurements, reporting, and governance. The old “spreadsheets and status meetings” method is already obsolete. This will require changing habits and replacing them with new ways of tracking the progress of business strategies.