Strategy Execution For EPIPL Managers
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The document discusses the importance of strategy execution for organizations. It states that execution is the major responsibility of business leaders and requires understanding the business, people, and environment. The leader must be deeply involved in execution through substance and details. Execution must be embedded in the culture through rewards and norms. The leader's essential behaviors for execution include knowing the people and business, insisting on realism, setting clear goals, following through, delegating and rewarding, coaching to expand capabilities, and knowing oneself. Creating an execution culture involves clearly communicating expectations and measuring/rewarding results. The right people process is crucial, with a focus on hiring, developing leadership pipelines, and addressing non-performers. The operational process provides the path to link strategy
Strategy Execution For EPIPL Managers
- 1. Strategy Execution The Discipline of Getting Things Done
- 3. No worthwhile strategy can be planned without taking it into account the organization’s ability to execute it
- 4. Execution is the major job of the Business Leader Execution requires a comprehensive understanding of a business, its people and its environment – and the leader is only person in a position to achieve that understanding Only the leader can make execution happen, through his/her deep personal involvement in the substance and even the details of execution Who is leader : Leader Can be the Promoter / CEO / Unit Head / HOD
- 5. Execution must be a core element of an organization’s culture Execution has to be embedded in the reward systems and in the norms of behavior that everyone practices.
- 7. Building Block One: The Leader’s Seven Essential Behaviors Building Block Two: Creating Execution Culture Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place
- 8. Building Block One: The Leader’s Seven Essential Behaviors 1. Know Your People and Business Leaders have to live their business. In companies that don’t execute, the leaders are usually out of touch with the day-to-day realities
- 9. Building Block One: The Leader’s Seven Essential Behaviors 2. Insist on Realism • Realism is the heart of execution, but many organizations are full of people who are trying to avoid or hide reality • Start by being realistic yourself. Then make sure realism is the goal of all dialogues in the organization
- 10. Building Block One: The Leader’s Seven Essential Behaviors 3. Set Clear Goals and Priorities • Leaders who execute focus on a very few clear priorities that everyone can grasp • Focusing on three of four priorities will produce the best results for the resources at hand
- 11. Building Block One: The Leader’s Seven Essential Behaviors 4. Follow Through • Clear, simple goals don’t mean much if nobody takes them seriously • The failure to follow through is widespread in business, and a major cause of poor execution
- 12. Building Block One: The Leader’s Seven Essential Behaviors 5. Delegate & Reward the Doers • If you want people to produce specific results, you delegate them responsibilities properly & reward them accordingly. Trust the people you delegate. Never appoint a shadow watchdog to check them. Speak Directly. • This fact seem so obvious, yet many corporates do not properly delegate or insit on accountability but appoint watchdogs and do such a poor job of linking rewards to performance that there’s little correlation at all
- 13. Building Block One: The Leader’s Seven Essential Behaviors 6. Expand People’s Capabilities via Coaching • As a leader, you’ve acquired a lot of knowledge and experience – even wisdom – along the way. Your job is passing it on the next generation of leaders. • This is how you expand the capabilities of everyone else in your organization, collectively and individually.
- 14. Building Block One: The Leader’s Seven Essential Behaviors 7. Know Yourself Without emotional fortitude, you can’t be honest with yourself, deal honestly with business and organizational realities, or give people forthright assessments.
- 15. Building Block Two: Creating Execution Culture The basic premise is simple: Culture change gets real when your aim is execution.
- 16. Building Block Two: Creating Execution Culture You don’t need a lot of complex theory or employee surveys to use this approach. You just need to change people’s behavior so that they produce results.
- 17. Building Block Two: Creating Execution Culture First, you tell people clearly what results you’re looking for. Tell them how you will measure their performance. Changing goal posts will frustrate people.
- 18. Building Block Two: Creating Execution Culture Then discuss how to get those results, as a key element of the coaching process. Allow a decent time frame for them to perform.
- 19. Building Block Two: Creating Execution Culture Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give other jobs, or let them go. When you do these things consistently, you create a culture of getting things done!
- 20. Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place Why the Right People Aren’t in the Right Jobs?
- 21. • The leaders may not know enough about the people they’re appointing • The leaders may pick people with whom they’re comfortable (psychological comfort), rather than others who have better skills for the job • The leaders may not have the courage to discriminate strong and weak performers and take the necessary actions.
- 22. The leaders shouldn’t be personally committed to the people process and deeply engaged in it !!
- 23. The execution oriented leader devotes an inordinate amount of time and emotional energy to hiring, providing the right experiences for, and developing leaders.
- 25. Core Process of Execution Strategy Process People Process Operational Process
- 26. Strategy Process Defines where a business wants to go
- 27. A strong strategic plan must address the following questions: • What is the assessment of the external environment? • How well do you understand the existing customers and markets? • What are the critical issues facing the business? • What is the best way to grow business profitably? • Can the business execute the strategy? • What are the important milestones for executing the plan?
- 28. Strategy Execution Review Questions • How strong is the organizational capability to execute the strategy? • Is the plan scattered or sharply focused? • Are the linkages with people and operations clear?
- 29. People Process Defines who’s going to get it there
- 30. A robust people process provides a powerful framework for determining the organization’s talent needs over time and for careful planning action that will meet those needs.
- 31. Robust People Process is based on the following building blocks: • Linking to strategic plan and business results • Developing the leadership pipeline though continuous improvement, succession depth, and reducing retention risk • Deciding what to do about non-performers
- 32. Operation Process provides the path for those people.
- 33. A robust operation process focuses on an operating plan that links strategy and people to results.
- 34. Operating plan includes the programs your business is going to complete within one year to reach the desired levels of such objectives as earnings, sales, margins, and cash flow.
- 35. End of Presentation This Presentation is based on the book Execution : The Discipline of Getting Things Done Larry Bossidy and Ram Charan, Crown Business Publication Compiled by Raghavan VP cgm.products@eicsgroup.com