Strategy to Reality -- slideset SCOPI event
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Strategy execution requires measurable actions and key performance indicators (KPIs). The document discusses translating strategy into actions through 6 best practices: skilled managers, engaged people and culture, strategy focus, individual objectives, support for managers, and performance-related pay. It emphasizes that strategy execution is an ongoing process that requires continuous measurement and attention to ensure the strategy is effectively implemented.
Strategy to Reality -- slideset SCOPI event
- 1. How to translate strategy into measurable actions? Strategic Center for Organisational Performance Improvement Jeroen De Flander Jordan, 18 May 2011
- 3. 1. What is strategy & strategic innovation? 2. Strategy execution: your next competitive advantage? 3. Measuring strategy execution: KPI’s and more 4. Become a Strategy Execution Hero: 6 best practices Roger L. MARTIN Strategy & Design Thinking “Don’t measure performance by what you have accomplished, but by what you should have accomplished within your capabilities.”
- 4. A process? A tool? A management style? A philosophy? A culture? A mystery?
- 5. What’s the biggest car-renting company in the world?
- 6. Location Airports Downtown Marketing Travel Agents Mechanics & insurance Delivery Airport Parking lots Home pick-up Drop off Airport Home Organisation Centralised Decentralised Segment Business & pleasure travelers Car replacement Age cars Mainly new High average age Fee high Low Within the same industry, Enterprise combines activities in the value chain in a different way to provide benefits to a different customer segment
- 7. _ What’s the industry we want to play in? _ Overall competitive rules? _ Industry trends? _ Competitive advantage resides in the value chain _ Redefine ‘the who’ and ‘the how’ in a certain industry _ A business model = combination of choices within the value chain to get and maintain this advantage _ Ability to find, grow and exploit competitive advantage
- 11. 1. … is a discipline of its own
- 12. 1. … is a discipline of its own 2. … is a vast area with blurred borders
- 13. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity
- 14. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy
- 15. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start
- 16. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence
- 17. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance
- 18. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance 8. … demands clear responsibilities
- 19. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance 8. … demands clear responsibilities 9. … requires horizontal alignment
- 20. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance 8. … demands clear responsibilities 9. … requires horizontal alignment 10. … asks for measurement
- 21. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance 8. … demands clear responsibilities 9. … requires horizontal alignment 10. … asks for measurement 11. … is a resident
- 22. 1. … is a discipline of its own 2. … is a vast area with blurred borders 3. … is on its way to maturity 4. … requires a great strategy 5. … requires your attention from the start 6. … has a strong timing sequence 7. … should integrate organisational and individual performance 8. … demands clear responsibilities 9. … requires horizontal alignment 10. … asks for measurement 11. … is a resident 12. … needs heroes
- 23. “However beautiful the strategy, you should occasionally look at the results” - Sir Winston Churchill
- 24. 1. Did you know that companies loose between 40 to 60% of their strategy during implementation? Harvard Business Review 2. Do I know exactly where my company, department or team is losing performance? 3. What can I do to close the execution gap? “However beautiful the strategy, you should occasionally look at the results” - Sir Winston Churchill
- 28. 1. Strategy Focus 2. Strategy Communication 3. Initiative Management 4. Individual Objective Setting 5. Skilled Managers 6. Engaged People and Performance-Driven Culture 7. Performance-Related Pay 8. Support for Managers “Don’t measure performance by what you have accomplished, but by what you should have accomplished within your capabilities.”
- 29. Skilled Managers Engaged People & Performance-Driven Culture Strategy Focus Individual Objective Setting Support for Managers Performance-Related Pay Strategy Communication Initiative Management Extract from the Strategy Execution Barometer
- 30. “Initiative management is the spot where strategy translates into practice or remains on paper forever”
- 31. 1. Strategic initiatives: poorly staffed and budgeted _ 49% of all strategic initiatives are poorly budgeted and staffed _ 92% of all managers are unhappy with resource allocation 2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear 3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
- 32. 1. Strategic initiatives: poorly staffed and budgeted _ 49% of all strategic initiatives are poorly budgeted and staffed _ 92% of all managers are unhappy with resource allocation 2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear 3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
- 33. 1. Strategic initiatives: poorly staffed and budgeted _ 49% of all strategic initiatives are poorly budgeted and staffed _ 92% of all managers are unhappy with resource allocation 2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear 3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
- 34. _ Initiative management builds on the results of something else. _ It crosses the traditional silos, so the ownership is often blurred _ It requires sound decision-making – decisions which are not always yours to take _ It’s often in addition to the daily work “Initiative management is the fleet of trucks that you use to deliver your strategy to its final destination. They are your main strategy transporters.”
- 35. “Look beyond the send button and shift your focus to the receiving end”
- 36. 1. SM: know (care?) if managers understand the strategy? _ 33% of all managers are never actually asked the question _ worst score of all communication elements surveyed 2. Managers lack information on their colleagues’ goals _ 83% is unhappy with the strategy info from colleagues _ 24% don’t receive anything at all 3. Managers: no clear view on SE process _ 44% receives no information _ Comes in last after strategy understanding (point 1)
- 37. 1. SM: know (care?) if managers understand the strategy? _ 33% of all managers are never actually asked the question _ worst score of all communication elements surveyed 2. Managers lack information on their colleagues’ goals _ 83% is unhappy with the strategy info from colleagues _ 24% don’t receive anything at all 3. Managers: no clear view on SE process _ 44% receives no information _ Comes in last after strategy understanding (point 1)
- 38. 1. SM: know (care?) if managers understand the strategy? _ 33% of all managers are never actually asked the question _ worst score of all communication elements surveyed 2. Managers lack information on their colleagues’ goals _ 83% is unhappy with the strategy info from colleagues _ 24% don’t receive anything at all 3. Managers: no clear view on SE process _ 44% receives no information _ Comes in last after strategy understanding (point 1)
- 40. “Future performance is born today…”
- 41. 1 Build the 8, a simple SE framework 2 Knowledge is not enough 3 Simplify 4 Communicate your strategy 5 Measure strategy and strategy execution 6 Grow leaders and capabilities
- 43. 1 Performance 0+0=8 “A strategy Execution framework should be simple, easy-to-communicate and visually strong”
- 44. 2 Knowledge is not enough
- 45. 2 Knowledge is not enough _ Who needs to know what? _ How are we going to make the knowledge available? _ The platform _ What are the best learning methods? _ How can we motivate people to learn? _ Awareness, Connectivity, Motivation & Responsibility _ Manage the time lag between learning and doing
- 46. 3 Simplify The best way to get me ANGRY! VERY ANGRY!! “Oh, but this action demands only 1 hour … every quarter … from each employee”
- 47. 3 Simplify 1 hour every quarter in a company with 1000 employees = 2.6 full time equivalents ! “Any intelligent fool can make things bigger and more complex. It takes a touch of genius – and a lot of courage – to move in the opposite direction” - Albert Einstein
- 48. 3 Simplify 1. Would you like to introduce something that worked So... very well in your former company? 2. Would you like that everyone implements the models you have designed? 3. Do you get a kick out of complex theoretical models? 4. I don’t know what already exists? 5. Did you think about creating something completely new? 6. I never do a test run? 7. Did you decide that integration was needed? 8. I never eliminate ‘dead wood’?
- 49. 4 Communicate your strategy Your strategy .. you told someone .. who told someone .. who told someone
- 50. 4 Communicate your strategy Ask yourself the follow 5 questions: 1. Do I understand the overall strategy? 2. Do I understand the objectives defined on the organisational level above you? 3. Do I communicate the strategy to my team / stakeholders? 4. Do I visualise the link between lower – and higher level objectives? 5. Do I take responsibility to align objectives across hierarchical levels?
- 51. 4 Communicate your strategy When your employee says ‘yes’ to the strategy.... ....what does (s)he really say? I will make the strategy happen, no matter what or I will work hard (effort ) to implement the strategy or I see the benefits of the strategy and will contribute to the implementation or I don’t see the benefits but don’t want to loose my job or I’m against the strategy, don’t want to implement but I don’t tell it in your face
- 52. 4 Communicate your strategy 1. Work on the communication skills of your CEO 2. Give your strategy a face 3. Be able to answer the question “What’s in it for me?” 4. Treat your strategy as your core product 5. Don’t rush but avoid gold-plating “When you are tired of the strategy story, you have probably reached 3% of the target population”
- 53. 4 Communicate your strategy … a compelling business case that creates enthusiasm and inspires people. … a simple storyline so it’s easy for employees to pick it up and repeat the story vividly at the kitchen table. … consistency. Stick to the message and make sure others do too. … to be easy to relate to. People need to see how they fit in. … great communication skills to get the strategy into the heads, hands and harts of the employees. … a heavy investment in awareness creation. … role models.
- 54. 5 Measure strategy and strategy execution 1. Don’t believe IT companies – It’s a process, not a tool – It’s about cascading strategy, not KPI’s 2. Get your vocabulary strait – An objective is not a measure is not a target 3. Less is more or “20 = plenty” 4. The BSC is not the end station… so don’t stop! 5. BSC ≠ ideal solution for improving individual performance 6. Automate with care!
- 55. 5 Measure strategy and strategy execution 1. Senior management is not convinced and shows little commitment 2. BSC = developed by ‘the happy few’ 3. The internal/external project members have limited or only theoretical knowledge 4. BSC = only used by top management 5. The scorecard stays too long in the development stage before it’s launched and used 6. There are not enough links to the strategy and planning processes 7. The content of the BSC is unrealistic 8. BSC = only used for remuneration purposes
- 56. 6 Grow leaders and capabilities “A strategy, even a great one, doesn’t implement itself” “Strategy Execution is the responsibility that makes or breaks executives”* “Strategy Execution is all about realising the full potential of your strategy – and not limiting yourself to only 50, 60 or 70 percent” *Alan Branche & Sam Bodley-Scott
- 57. 6 Grow leaders and capabilities PowerPoint fanatic From PowerPoint to practice Do as I say, not as I do Actions speak louder than words We need to start from scratch Let’s see what works I’m too important to focus on execution Execution is my priority
- 58. 6 Grow leaders and capabilities “Strategy Execution isn’t something others are doing while you are working on something more important.” “Your Strategy Execution role is part of your overall leadership role.” “A good leader is a strategist as well as an implementer. It’s not a question of either/or.” “Most managers find it easier to define a new strategy than it is to implement the existing one.” “Execution is part of your management job. It may sound boring, but nevertheless it is your job.”
- 59. 6 Grow leaders and capabilities _ Continuously collect data _ Be inspired _ Dig & digest _ Turn data & ideas into ambition _ Your conceptual skills and fuel are the limit _ Master The Pyramid Principle® _ Become an author _ Think quality and absorption
- 60. 6 Grow leaders and capabilities
- 61. 6 Grow leaders and capabilities 1 Define what you need and how you are going to get it 3 Design world-class learning interventions 5 Set development objectives 1 2 3 4 5 6 6 Measure success 4 Execute flawlessly 2 Manage your development portfolio 61
- 62. 1 Build the 8, a simple SE framework 2 Knowledge is not enough 3 Simplify 4 Communicate your strategy 5 Measure strategy and strategy execution 6 Grow leaders and capabilities
- 63. 250+ useful Actionable, up-to-date implementation tips benchmark information Join us on
- 64. Jeroen De Flander is a seasoned international Strategy Execution expert, top executive coach, seminar leader and highly regarded keynote speaker. Jeroen has helped more than 15,000 managers in 20 countries master the necessary execution skills. He is co-founder of the performance factory – a leading research, training and advisory firm which is solely focused on helping individuals and organisations increase performance through best-in- class Strategy Execution. For several years, he was the responsible manager worldwide of the Balanced Scorecard product line for Arthur D. Little – a leading strategy consulting firm. The 50+ companies he has advised on various strategy execution topics include Atos Worldline, AXA, Base, Bridgestone, CEMEX, GDFSuez, Honda, ING, Johnson & Johnson, Komatsu and Sony. To book Jeroen to speak at your next event or to run a strategy execution seminar for your company, please contact him through his blog www.jeroen-de- flander.com or jeroen@jeroen-de-flander.com
- 65. How to translate strategy into measurable actions?