A good while ago I wrote about how strategy and execution are joined at the hip, but that one tends to attract a higher consulting rate than the other. It’s hard to have one without the other. If you have little or no strategy and you execute like mad, you will have some success, but not as much as you might have hoped. If you don’t execute on a good strategy, you don’t really have anything.

I was reminded of this in a recent post by Tom Tunguz on the importance of execution. He referred to an HBR article from over three decades ago about ‘hustle’ – or the concept of getting it done – as the strategy. The central premise was – and still is – that it’s really hard to get competitive advantage, let alone sustain it, so you’re better off executing your plan better than everyone else.

I think a lot of people who work in areas where it’s hard to genuinely differentiate will identify with this approach. You still need to plan well, hire well and measure well, however.

Execution is what separates the men from the boys, the women from the girls, and the growing companies from the struggling companies. It’s about following through, staying the course and closing the loop. You need to just do it, repeatedly.

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