People-focused knowledge management

Implementation and Execution Capability
Implementation of decisions is a major problem in enterprises as
well as in all walks of life. The expected results from first-class deci-
sions, excellent strategies, and good intentions are frequently not
realized because action-options were not implemented appropri-
ately or even at all (Bossidy & Charan 2002; Flood et al. 2000). 
Frequently, personal and enterprise Execution Capability are inade-
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A Knowledge Model for Personal Situation-Handling
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quate and hinder timely and effective implementation of desired
courses of action, resulting in many failed business ventures.
Implementation
Once a decision is made or selected, it must be implemented or
executed since in any effective enterprise, good decisions are expected
to result in useful actions. If decisions are not properly acted upon
and implemented, Decision-Making/Problem-Solving become hypo-
thetical exercises of no consequence; they are wasted efforts. Imple-
mentation effectiveness depends upon the Execution Capability,
which relies upon the specific knowledge needed to understand the
decision and its intents, general concrete and abstract knowledge of
how to implement actions implied by the decision, availability of
resources, and many other factors. The effective performance of the
Implementation task relies on knowledge in the form of Execution
Method models, other types of intellectual capital (IC) assets, and
general resources (Edvinsson & Malone 1997; Stewart 2002b; Sveiby
1997). In the organizational domain, whereas most actions are 
small, implementation may involve large and complicated efforts that
require extensive support from specialized and competent personnel,
systems, and other resources.
An area of typical problems is the conceptual gap between 
Decision-Making/Problem-Solving and Implementation. When action-
options are implemented — even when they are performed by the same
person who made the decision — the decision maker may not have 
the understanding or the correct memory of the foundations that
underpin the action-option. Hence, when the real-world details of
Implementation result in conditions different from those presumed
during Decision-Making/Problem-Solving, it is necessary to improvise
in ways that still implement the decision intent. Without proper con-
sideration of the concepts and intents, the implementation will in some
way be inappropriate. This is a general problem for large enterprise
decisions as well.