The challenge of executing strategy requires both developing the right strategy execution tools and implementing the right strategy execution processes.

1. Both free and priceless at the same time
• The Strategy Network is an open network for professionals with interest and knowledge in
strategy
• We meet around three times a year in order to share best practice and exchange
knowledge around strategy
• More than 50 top companies in South Africa have joined
• No commitment, no fees. Confirmation of attendance is sufficient (Subject to availability)

2. Clare Gomes
Strategic Planning &
Communications Manager
At SMIT Amandla Marine
“The challenge of
executing the strategy
day to day”

3. OVERCOMING THE CHALLENGE OF
EXECUTING THE STRATEGY IN THE
DAY TO DAY
3
THE STRATEGY NETWORK
26 AUGUST 2014

4. 4
INDEX
1. Introduction to SMIT Amandla Marine
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In summary

5. 5
OUR COMPANY
 Market leader for specialist marine solutions in
Southern Africa
− Established operations in South Africa and
Mozambique, with projects region-wide
 Delivering solutions for marine offshore
requirements in the oil, gas and mining sectors
and for inshore port and marine services, as
well as vessel management
 12% Employee Ownership
 650 employees - leading employer of South
African seafarers

6. 6
“DOING THE SAME THING OVER AND
OVER AGAIN BUT EXPECTING
DIFFERENT RESULTS”

7. LOOKING INTO THE FUTURE
7
3 KEY PRIORITIES
 Maintain current business in South Africa
 Grow new business in South Africa and
Mozambique
 Strengthen and prepare the company for the
future

8. 8
PURSUING A BALANCED APPROACH

9. 9
INDEX
1. Introduction to SMIT Amandla Marine
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In Summary

10. 10
STRATEGY MAP
 Spending time on defining
the right things
 Map defines clearly what you
want to achieve
 Separation of strategic inputs
and strategic outcomes
 Successful execution turns
on the accuracy of the
strategy map

11. 11
MEASUREMENT IS KEY
 57 strategic measures defined
 80% are things we had not
measured before
 Critical to ensuring we are
making the right decisions at
the right times

12. INITIATIVES: WHERE IT ALL HAPPENS
12
 23 strategic initiatives defined
 Driven by senior managers and second level managers
 Focus on introducing best practice and facilitating strategic alignment – “doing things
differently in order to bring about change”
 Each initiative has:
− An initiative plan that is clear on scope, participants, deliverables and milestones
− A budget
− A sponsor and a manager
− A defined team
 Execution of strategy takes place through initiatives

13. INDIVIDUAL ALIGNMENT
13
 Personal scorecard
development
 Alignment with measures in
strategy scorecard
 Important organisation wide –
however, key is Senior and 2nd
Level Management
 Clear line of sight to strategy
execution

14. 14
INDEX
1. Introduction to SMIT
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In summary

15. 15
CRITICAL STEPS
 Defining, introducing, supporting and maintaining monitoring mechanisms
− Monitoring of measures
− Strategy Review Meetings
− Initiative Review Meetings
 Allocating clear accountability
 Entrenching processes so that they become a habit – consistent repetition
 Getting the ‘right’ things on the map and in the scorecard, and focusing on executing
the ‘right’ initiatives is key – and where we have had the most ROI ito consultant
support

16. 16
MONITORING OF MEASURES &
STRATEGY REVIEW
 Gathering measure data
 Commenting on measures
and objectives
 Setting an agenda
 Facilitating meetings
 Making decisions
 Committing to action

17. 17
INITIATIVE REVIEW
 Management of Initiatives is important – this is the effort driving the change
 This requires the commitment and visibility of the MD or CEO, attending monthly
meetings per initiative, focused on
• Short term progress and achievements
• Short term deliverables
• Team involvement
• Support required
 Share progress by developing a quarterly initiative progress report – keeping senior
and second level management informed
 Develop an ‘induction process’ for those sponsoring and managing initiatives
• Workshop what ‘success’ looks like
• Define and explain what is expected from Initiative Managers
• Agree performance measurement criteria
• Train in basic project management

18. 18
INITIATIVES DRIVING CHANGE…
• Ignite energy flow within the organisation – people want to be part of them
• Involve conversation and consultation
• Facilitate collaboration
• Driven with energy and enthusiasm
• Involve doing things differently
• Involve 2nd Level Managers in the consultations
• S-T-R-E-T-C-H: those involved feel the burn

19. 19
SUPPORTING CHANGE
• Daily record keeping of allocation of time
introduced at Senior Management Level
• Link to strategy scorecard through an
objective
• Link to personal scorecard ito time dedicated
to strategy execution
• Monthly reporting to the team wrt
performance against set targets
• Closes the loop wrt execution of initiatives
• Reinforces time devoted to 2nd level
empowerment

20. 20
SUPPORTING CHANGE

21. 21
INDEX
1. Introduction to SMIT
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In Summary

22. 22
“ORGANISATIONS DON’T CHANGE.
PEOPLE CHANGE.”

23. 23
CHANGE MANAGEMENT
• Managing energy: yours and the team
• Being aware of the ‘critical mass’ dynamic – and managing
proactively
• Identifying, pursuing “quick wins”
• Celebrating milestones – even though the journey continues
• Motivation that go beyond measurement and monitoring
• Connecting the dots – systems thinking

24. 24
INDEX
1. Introduction to SMIT
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In Summary

25. 25
COMMUNICATING THE STRATEGY

26. 26

27. 27
ROADSHOW

28. 28

29. 29

30. 30
COMMUNICATING THE STRATEGY
• Presenting vs Engaging
• Involving and encouraging participation
• Evoking accountability for action
• Facilitating leadership visibility
• Equipping Senior Managers to engage with all levels of the business
• Maintaining the increased communication levels
• Channels for dealing with ‘housekeeping issues’
• Feedback mechanisms
• Identification of key themes
• Follow up actions

31. 31
INDEX
1. Introduction to SMIT
2. The Science of Strategy Execution
 Tools
 Processes
3. The Art of Strategy Execution
 Change Management
 Communicating the Strategy
4. In Summary

32. 32
IN SUMMARY
• Spend time on defining what you are going to do differently and how
• Put the right tools in place to reinforce change – and then use them
• Leadership and involvement of the MD / CEO is key
• Achieve balance between the science and the art required to gain
momentum
• Release the energy of the organisation and open employee
engagement channels

33. 33
WHAT I HAVE LEARNT
• Expect the unexpected
• Strong, visible, confident leadership is not a choice
• Constant “recalculating” is key to ensure we reach our destination
• People’s capacity to embrace change often exceeds their own
expectations
• Setbacks are healthy – the comebacks are often worth it
• The map is not the territory
• Hold your course

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