Lunch& Learn - Bridging the gap between strategy design and delivery
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This document summarizes a lunch and learn session on bridging the gap between strategy design and delivery. It discusses why organizations fail to meet strategic objectives due to flawed implementation and lists common barriers. Principles for effective strategy delivery are presented, including ensuring delivery has priority, accepting accountability, mobilizing resources, leveraging customer insights, focusing on key priorities, promoting engagement, demonstrating bias for action, balancing ongoing initiatives, developing robust yet flexible plans, and celebrating successes. The document concludes by asking how the presented methodology for bridging the strategy gap could be improved.
Lunch& Learn - Bridging the gap between strategy design and delivery
- 1. November 2018www.thepnr.com Lunch & Learn - Bridging the Gap between Strategy Design and Delivery
- 2. Agenda Goal: Review class AB did on Bridging the Gap Between Strategy Design and Delivery + rank our methodology and improve it ● The Gap between Strategy Design and Strategy Delivery ● Why does a Gap between Strategy and Implementation Exist? ● Principles #1-10 ● PNR Methodology Scorecard
- 3. The Gap between Strategy Design and Strategy Delivery
- 4. Why Org. Fail to Meet their Strategic Objectives ● 90% of the executives responded that their organization had failed to meet all of their strategic objectives because of flawed or incomplete strategy implementation ● On average, organizations fail to meet 20% of their strategic objectives just because of poor implementation Source: Survey by Brightline Initiative, 500 senior execs
- 5. Why Org. Fail to Meet their Strategic Objectives ● What weakness in strategy frequently presents significant barriers to their successful implementation: ○ lack of clarity about choices being made in the desired direction for the organization ○ weak understanding of what the company has the capacity to achieve ○ weak understanding of the environment in which the company operates ○ weak understanding of the organization's competitive advantage Source: Survey by Brightline Initiative, 500 senior execs
- 6. Why Org. Fail to Meet their Strategic Objectives ● What biggest barriers to implementing strategies successfully in their organizations: ○ cultural attitudes that impede implementation ○ resources, including time and money made available for implementation were insufficient or poorly managed ○ insufficient speed and agility in making changes to the implementation plan when you really need to change Source: Survey by Brightline Initiative, 500 senior execs
- 7. Why does a Gap between Strategy and Implementation Exist?
- 8. Factors Contributing to the Gap (Internal) ● lack of senior level buy-in: implementation does not have the attention and priority it deserves. Too much focus on defining and creating the strategy ● cross-functional collaboration: strategy design and strategy delivery are treated as two separate entities versus working together as one in a continuum and involving together as conditions require ● lack of flexibility: slow to adapt to evolving customer needs, new competitors, and shifting cost structures
- 9. Factors Contributing to the Gap (External) Survey found that most organizations do a good job at monitoring market trends: ● changes in the competitive landscape ● volatile political, social, and economic conditions ● changes in the competitor offerings, ● changes in customer needs and behavior, extremely rapid technology advancement Issue is information does not reach the right hands at the right time Goal: Provide timely, effective feedback to those implementing strategy to rapidly respond to the changing landscape
- 11. Guiding Principle 1 - Design + Delivery = 👌 Acknowledge that strategy delivery is just as important as strategy design 1. Formally recognize and consistently communicate to internal stakeholders and teams that strategy delivery is key to organization performance 2. Make sure strategy delivery is part of the management performance scorecard. Professionals are evaluated not only by their ideas but by their ability to transform these ideas into reality. 3. Support and allocate the right resources to develop and sustain this capability through the delivery process.
- 12. Guiding Principle 2 - 100% ownership 💪 Accept that you are accountable for delivering the strategy you design 1. Once the strategy is defined and clearly communicated, responsibility shifts to overseeing the progress of implementation so it delivers the results you want 2. Leaders also need to know where in the organization change happens and who manages the programs that drive that change 3. Leaders are accountable for proactively addressing emerging gaps and challenges that may impact delivery
- 13. Guiding Principle 3 - Mobilize right resources 👷 Dedicate and mobilize the right resources 1. Identify the competencies required and assign the right people to get the job done 2. Balance the current business portfolio with new initiatives by selecting and securing the right resources for it. 3. Team leadership skills are scarce today. Key to assign the best people with sufficient capability to tackle the most challenging programs
- 14. Guiding Principle 4 - Seeing is believing 👁 Leverage insights on customers and competitors 1. Continue to monitor customer needs, collect customer insight, monitor the market landscape for major risks, unknowns, and dependencies 2. Ensure teams receive timely information about trends, competitor moves, and market shifts 3. Active involvement of customers in conversations with strategy teams 4. Foster an environment of rapid response and the agility to quickly implement actions based on customers and market feedback
- 15. Guiding Principle 5 - A Bold K.I.S.S. 😘 Be bold, stay focused, and keep it as simple as possible 1. Keep your team focused on key priorities and promote conditions that can help them easily react and navigate complex situations 2. Help your team prioritize speed and simplicity to deliver this strategy 3. Balance the mindset between focusing on the goal and being responsive to challenges
- 16. Promote team engagement and effective cross-business cooperation 1. Strategy designers and delivery actively engage in the implementation process 2. Gain genuine buy-in from middle and line managers, empowering them to become strategy champions 3. Communication: Your entire team must share a common understanding of your strategic goals and set clear plans for achieving those priorities Guiding Principle 6 - Team of teams 👨👨👧👧
- 17. Guiding Principle 7 - Action 🚴 🚀 Demonstrate bias towards decision-making, and own the decisions you make 1. Follow your decisions through delivery; do not get lost in the details; keep your team focused on the goal; commit to making strategic decisions quickly 2. Move fast to correct the course, reprioritize, and remove roadblocks 3. Accept that you likely will not have all the information you want 4. Rely on those you can trust to provide you with sufficient input to help make your decisions 5. Consider and address risks directly, both upfront and regularly and make sure based on agreed metrics and milestones
- 18. Guiding Principle 8 - Work in Progress ✋🛑 Check ongoing initiatives before committing to new ones Senior executives cited poorly managed resources, including a shortage of money, time, and talent, as the second biggest barrier to a successful execution 1. Balancing and prioritizing initiatives 2. Taking the time to reflect on your progress on existing strategic initiatives before starting new ones 3. It requires you to finish what you started, and resist the temptation to think the work is already done
- 19. Guiding Principle 9 - Robust, but flexible 🤸 🏋 Develop robust plans but allow for missteps 1. Strategy planning cycles and implementation must be more rapid, dynamic and agile 2. Implementation teams should be able to experiment and learn, to discuss challenges openly, and to adjust the plan as needed Example Volkswagen - Two speed approach to implement strategies For some business units, they adopt proven processes that lead to reliable products. For other business units, where speed is key, and failure is less severe, they might adopt a more agile planning and execution process.
- 20. Guiding Principle 10 - Celebration 💃🎉🎈🎊 Celebrate success and recognize those who have done good work 1. Actively shape a winning culture by engaging and exciting the people responsible for delivering strategic change programs. 2. Celebrate quick wins with your team and make progress visible. 3. Generously and publicly acknowledge those who demonstrate the leadership behaviors that make strategy succeed.
- 22. Some questions to audit the gap 1. Is delivery as important to you as design? 2. Does the leadership team take responsibility for delivery too 3. Do you mobilise the right resources 4. Do you leverage insight on customers and competitors 5. Is your implementation bold, focused and as simple as possible 6. Do you promote engagement and cross-business cooperation 7. Do you own the decisions you make 8. Do you check ongoing initiatives before committing to new ones 9. Do you develop robust plans but allow for missteps 10. Do you celebrate success and recognise those who have done good work
- 23. How can we improve the PNR methodology? 1. Strategy Design + Delivery = 👌 2. 100% ownership 💪 3. Mobilize right resources 👷 4. Seeing is believing 👁 5. A Bold K.I.S.S. 😘 6. Team of teams 👨👨👧👧 7. Action 🚴 🚀 8. Work in Progress ✋🛑 9. Robust, but flexible 🤸 🏋 10. Celebration 💃🎉🎈🎊
- 24. Thank you Antonio Banderas 1 (800) 767 0614 1470 Rue Peel, suite 305, Montréal, Québec