The Total Strategy Execution Platform
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This document discusses building an integrated system of systems to enable strategic execution. It describes key capabilities for marketing, strategy, portfolio, performance, and process systems. The total strategic execution platform brings these systems together through people, processes, tools, and technology. The document provides examples of how to define system capabilities, link objectives and metrics across levels, and take steps to assess and improve an organization's total execution capabilities. It encourages leaders to define and measure their capabilities using models like the Baldrige criteria and conduct assessments to discover pain points.
The Total Strategy Execution Platform
- 1. Copyright Strategy2Reality International 2014 The Total Strategy Execution Platform Seeing the System of Capabilities William Malek william@strategy2reality.com +66-83-250-0043 or 1-650-387-3036
- 2. Copyright Strategy2Reality International 2014 William Malek Strategy Execution Consulting and Strategic Planning Facilitation Practice 17 years of management experience in Fortune 500’s 16 years in organizational development and strategic leadership training Former Program Director for Stanford University Executive Education Program Co-author of Executing Your Strategy and the Strategic Execution Framework B.S. Mechanical Engineering, SCPM, PMP and MBA +66-83-250-0043; or +1-650-387-3036
- 3. Copyright Strategy2Reality International 2014 Overview • Leaders are pressured these days to sustain high-performing organizations in times of unprecedented change. Unfortunately most of us have learned to manage an organization by managing its separate pieces but this way always causes sub-optimization. • Organizations are systems that people work in. Leaders must explore a “systems thinking” perspective on how people can be motivated to perform when the systems are designed well and what happens when they are not. Only changing the thinking can solve the problem. • Getting the desired employee mindset means viewing our organizations as adaptive systems in which goals are aligned with the reality of the organization's super-system, processes are aligned to meet customer expectations and organizational goals, and roles are aligned to perform the required tasks of the processes. Most importantly people are aligned and leadership is doing the aligning.
- 4. Copyright Strategy2Reality International 2014 The Strategic Execution Framework A book written about how strategy is executed in an organization. Based on an Executive Education Program at Stanford University called Advanced Project Management and published by Harvard Business School Press.
- 5. Copyright Strategy2Reality International 2014 I will have some BIG words today! • I will help you place some of these key words into an organizational context • We will not get into the details on how you do this! • Many sessions here to explore more details!
- 6. Copyright Strategy2Reality International 2014 Management Systems Defined Management systems: The integrated and coherent system of people, processes, tools, policies, information and beliefs leveraged by the organization to enable the achievement of its goals.
- 7. Copyright Strategy2Reality International 2014 An Integrated System of Systems Marketing Systems Strategy Systems Portfolio Systems Performance Systems Process Systems
- 8. Copyright Strategy2Reality International 2014 The Challenge is Abstraction
- 9. Copyright Strategy2Reality International 2014 An Organization is like a Bridge • http://www.youtube.com/watch?v=ESTJCQpGW3Q &feature=youtube_gdata_player
- 10. Copyright Strategy2Reality International 2014 A System of Systems Marketing Systems Strategy Systems Portfolio Systems Performance Systems Process Systems
- 11. Copyright Strategy2Reality International 2014 Marketing Systems
- 12. Copyright Strategy2Reality International 2014 Market View • Key System Capabilities –Linking Market Research and Customer Feedback to R&D and Strategy Development –Value Chain Visualization and Mapping –Product/Service Development and Improvement • Enablers – Performance Data (internal and external)
- 13. Sears Roebuck’s Employee- Customer Profit Chain A compelling place to work A compelling place to invest Customer recommendations Employee behavior Employee retention Attitude about the job Attitude about the company Customer impression Customer retention A compelling place to shop 5 unit increase in employee attitude 1.3 unit increase in customer impression 0.5% increase in revenue growth Drives Drives Source: Adapted from Harvard Business Review, Jan.–Feb. 1998 Service Helpfulness Merchandise Value Return on assets Operating margin Revenue growth
- 14. Copyright Strategy2Reality International 2014 Strategy Systems
- 15. Copyright Strategy2Reality International 2014 Strategy View • Key System Capabilities – Goal Setting and Cascading (Expectation Management) – Goal/Performance Management – Strategy Translation to Initiatives/Projects • Enablers – Strategic Leadership – Performance Data – HR Systems (Recruitment, Workforce Planning)
- 16. Copyright Strategy2Reality International 2014 Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution. INITIATIVE Employee Productivity Improvement Program Employee Satisfaction Survey Rating 90% favorable overall Measure Target Target Actual 90% 45% PercentSatisfaction gap MEASURE / TARGET OBJECTIVE Improve Employee Satisfaction ACTION PLAN Identify issues per a company wide survey Sanity Check . . .
- 17. Copyright Strategy2Reality International 2014 Portfolio Systems
- 18. Copyright Strategy2Reality International 2014 Portfolio View • Key System Capabilities – Resource Planning and Allocation – Project Portfolio Prioritization – Risk Management – Financial Management – Decision Processes • Enablers – Strategic Leadership – Project Execution Performance Data (Actual and Targets)
- 19. m7.19 Decision- Governance Level Type of Decisions Addressed Decision Roles Strategy Execution Decision Governance Short-Term Program Initial Phase (Biz Commit) Interim Phase (Concept Commit) Final Phase (Execution Commit) DecisionA DecisionB DecisionC DecisionD DecisionE DecisionA DecisionB DecisionC DecisionD DecisionE DecisionA DecisionB DecisionC DecisionD DecisionE Executive Leadership - Managing Directors -Cross-Bio Unit Impacts -Resource ($ and people) allocation at Biz Unit Level -Change In strategy -Major change in scope -Changes in Strategic Risk -Escalation from the Regional Managing Sponsor -Organizational change -Identify and recruit Regional Managing Sponsor -Appoint additional leadership as required -Approve major capital expenditures -Provide Enterprise- level strategy and direction I A A I I Regional Managing Sponsor - Senior staff person to be identified and appointed -Scope change within current strategic direction -Resource allocation within Program -Strategic program level issues and risks -Escalation from Senior Managing Leader(s) -Recommend organizational change -Champion the initiative across Biz Units -Load collaboration across Biz Units -Plan appropriate resources for the program -Implement and support policies -Load implementation of the Strategic Plan A R C I I Decision Rights - RACI
- 20. Copyright Strategy2Reality International 2014 Process Systems
- 21. Copyright Strategy2Reality International 2014 Process View • Key System Capabilities – Process Design and Mapping – Process Performance Criteria – Continuous Process Improvement • Enablers – Job Design
- 24. Copyright Strategy2Reality International 2014 Performance View • Key System Capabilities – Performance KPI Design/Goal Cascading – Performance Management Tracking and Feedback – Information Management Systems • Enablers – Leadership and Management Dashboards – Process Performance Data – Individual Career Development Plans – Learning and Development
- 26. Copyright Strategy2Reality International 2014 Cascading Objectives/KPIs Level 2 Biz Unit Objectives Level 3 Process and Project Objectives Projects Processes R&R Tasks Strategic Outcomes Outputs Deliverables Inputs Resources Level 1 Org Objectives Effectiveness Indicators Process Indicators Performance Indicators Cost and Human Capital Indicators Progress Indicators Strategic layer Operational layer The Missing Link
- 27. Copyright Strategy2Reality International 2014 Primary Causes for Low Performance 37% 60% 40% 39% 31% High Individual Stress Levels Poor or Insufficient Performance Feedback Lack of Clear Individual Goals Reward Not Performance Based No Work Performance Standards
- 28. Copyright Strategy2Reality International 2014 A System of Systems Marketing Systems Strategy Systems Portfolio Systems Performance Systems Process Systems
- 29. Copyright Strategy2Reality International 2014 The Total Execution Platform (Strategic) Performance Management System (Financial, Customer, Operations, People) Strategy Systems Process Systems Portfolio Systems People Process Tools/Technology Total Execution Platform Marketing Systems
- 31. Copyright Strategy2Reality International 2014 Building Systems Capabilities Level 5 Innovating Implement continual proactive improvements to achieve business targets Capable processes Perpetual innovation Change management Level 4 Predictable Manage process and results quantitatively and exploit benefits of standardization Predictable results Reuse/knowledge mgt. Reduced variation Level 3 Standardized Develop standard processes, measures, and training for product & service offerings Productivity growth Effective automation Economies of scale Level 2 Managed Build disciplined work unit management to stabilize work and control commitments Reduced rework Repeatable practices Satisfied schedules Level 1 Initial Motivate people to overcome problems and just “get the job done” Mistakes, bottlenecks Ad hoc methods Hero worship
- 32. Copyright Strategy2Reality International 2014 The Linkage Process 1. Define Market Metrics with Brand by Product Line 2. Translate to Organizational Goals 3. Define Functional Objectives Required to Achieve Goals 4. Determine Projects Required Along with Project Objectives 5. Link Project Objectives to Process Performance Criteria 6. Design the Process Metrics to Achieve Strategic Outcomes 7. Reconcile Functional Objectives and Process Metrics 8. Cascade Laterally to Set Individual R&R Performance Criteria
- 33. Copyright Strategy2Reality International 2014 What are a couple steps you can take? • Define and Measure Your Total System Capabilities – Do a Quick Self-Assessment using Malcolm Baldrige Criteria for Performance Excellence (see Handout) • http://www.nist.gov/baldrige/publications/business_no nprofit_criteria.cfm – Partner with S2R International to do a Capabilities Performance Assessment • Discover and Define your Pain Points with a Strategy Execution Capabilities Assessment (SECA) • Design an Intervention to Impact Performance Directly
- 34. Dream what you dare to dream. Go where you want to go. Be what you want to be. Ralph Waldo Emerson