There are two major sources of difficulty in effective execution. One major source of difficulty in effective execution is that while strategy and plans are established at the top, execution always occurs at the bottom, at the level of first responders who often feel very disconnected from the top. In most organizations there is only a very tenuous connection between strategic intent of the senior leaders and local action. The second major source of difficulty in effective execution is that all of the key elements of execution must be in place at the same time and in the same people.

There are five elements to effective execution that all organizations must master to be able to connect the dots between strategic plans and effective action. All of these five elements are under the control of leadership; none are limited by external events. The five elements are:

1. The extent to which all responders understand the strategy and plans of the organization.
2. The extent to which all responders understand their individual roles essential for effective execution.
3. The priority for each action and mutual accountability by both top leadership and first responders for this action.
4. The extent to which all responders have been provided with the information, tools, systems and skills necessary for success in their roles.
5. The extent to which all responders will be recognized and acknowledged for their successful conduct of their roles.

We empirically measure the degree to which all of these five elements are actually in place for each person in the organization and this information enables us to identify in advance the barriers to effective execution. All of these barriers can be successfully addressed (removed) quickly and often with very few additional resources. Once these barriers are removed--once all of the enabling factors are in place--the ability to successfully execute by the organization (governmental bureaucracy or profit-seeking firm) is demonstrably improved. We know this because we have tracked the “before” and “after” measures of execution and resulting performance.

All organizations can quickly accelerate their ability to effectively execute. What the aftermath of Hurricane Katrina makes abundantly clear is that the price of ineffective execution can be very high--Americans dying needlessly, civil disorder and lawlessness, impaired health conditions, delayed economic revival, political recriminations, etc. Before the fact, as far as I know, none of the participating governmental organizations (except again the US Navy) has sought to empirically measure and, therefore, structurally improve their ability to execute.

While hurricanes cannot be avoided, inadequate responses to disasters can be eliminated by appropriate attention to the ability of all parties to work effectively together. What can be measured can be managed.

What can be done to prevent the recurrence of delayed and uncoordinated responses to vital issues of homeland security? First, all of the relevant local, state and federal agencies will have to develop a common understanding of improving their own abilities to execute together a coordinated national plan. Continuous refinement and improvement will enable all agencies to sharpen their abilities to execute as demonstrated in measurable leading indicators. Then instead of the inevitable next storm or terrorist event once more highlighting our weaknesses, we will be in a position to rely upon the rapid, effective execution of a well-designed plan of action.

We must all play our roles in assuring that never again will we leave our own people so helpless and exposed in ways that turn a tragic event into widespread disaster. How can we best work together to achieve this effective ability to execute?

We believe the American people deserve no less.