Strategy Execution Heroes - the new leaders
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Strategy Execution Heroes - the new leaders

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My slides from the Annual CrossKnowledge event at the TiasNimbas business school in the Netherlands.

My slides from the Annual CrossKnowledge event at the TiasNimbas business school in the Netherlands.

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Strategy Execution Heroes - the new leaders Presentation Transcript

  • 1. The New Leaders Annual Conference Jeroen De FlanderTiasNimbas Tilburg, 29 March 2011
  • 2. 1. What is strategic innovation & strategy execution?2. What’s the problem?3. Why do you need Strategy Execution Heroes?4. HR needs to join the battle against the strategy tourists “Don’t measure performance by what you have accomplished, but by what you should have accomplished within your capabilities.”
  • 3. A process? A tool? A management style?A philosophy? A culture? A mystery?
  • 4. What’s the biggest car-renting company in the world?
  • 5. Location Airports DowntownMarketing Travel Agents Mechanics & insuranceDelivery Airport Parking lots Home pick-upDrop off Airport HomeOrganisation Centralised DecentralisedSegment Business & pleasure travelers Car replacementAge cars Mainly new High average ageFee high LowWithin the same industry, Enterprise combines activities in the value chain in a different way to provide benefits to a different customer segment
  • 6. _ 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
  • 7. 1. Did you know that companies loose between 40 to 60% of their strategy during implementation? Harvard Business Review2. 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
  • 8. 1. Strategy Focus2. Strategy Communication3. Initiative Management4. Individual Objective Setting5. Skilled Managers6. Engaged People and Performance-Driven Culture7. Performance-Related Pay8. Support for Managers “Don’t measure performance by what you have accomplished, but by what you should have accomplished within your capabilities.”
  • 9. “Initiative management is the spotwhere strategy translates into practice or remains on paper forever”
  • 10. 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 allocation2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
  • 11. 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 allocation2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
  • 12. 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 allocation2. Strategic projects lack transparent accountabilities _ 1 in 4 managers: responsible for key strategic projects? _ 79% of all managers find the project accountabilities unclear3. Mismatch between project portfolio and strategy _ 1 in 5 projects fail to support the strategy _ 85%: mismatch between project portfolio and strategy
  • 13. “Don’t tell people to be an executionhero. Rather, help them to developthe right skills and encourage them toadopt the right attitudes that lead tosound strategy execution.” What are the skills you need? Which attitudes create sound execution?
  • 14. “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.”
  • 15. PowerPoint fanatic From PowerPoint to practiceDo as I say, not as I do Actions speak louder than wordsWe need to start from scratch Let’s see what worksI’m too important to focus on execution Execution is my priority
  • 16. 1 Demystify strategy2 Create an simple execution framework3 Build the right skills in the right way4 Don’t assume a ‘Yes’ is always a ‘Yes’5 Simplify6 Get rid of the strategy tourists
  • 17. 1 Demystify strategy _ Remember the old Martini commercial. Ideas can come from ‘Anybody, Anywhere, Anytime’. _ Communicate the current strategy _ Build, communicate and manage an easy strategy framework stick to it. _ Avoid strategy ‘blah blah’ and get rid of the strategy tourists _ Part of development program _ But more important: try it / do it. Not wait until you are...
  • 18. 2 Create a simple execution framework
  • 19. 2 Create a simple execution framework“A strategy Execution frameworkshould be simple, easy-to-communicateand visually strong”
  • 20. 3 Build the right skills in the right way1. No company-wide view on skills development2. Too much at once3. Assumed that senior managers meet the skills standard4. Successful development isn’t clearly understood5. Development starts before the process is clear6. All efforts goes into the development of a few skills7. Too expensive8. Average quality trainers and coaches
  • 21. 3 Build the right skills in the right way 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 23
  • 22. 4 Don’t assume a ‘yes’ is always a ‘yes!’ 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 orI’m against the strategy, don’t want to implement but I don’t tell it in your face
  • 23. 5 Simplify So... _ Would you like to introduce something that worked very well in your former company? _ Would you like that everyone implements the models you have designed? _ Do you get a kick out of complex theoretical models? _ Do you know what already exists? _ Did you think about creating something completely new? _ Have you tested it? _ Did you decide that integration was needed? _ Never thought about eliminating ‘dead wood’?
  • 24. 6 Get rid of the strategy tourists
  • 25. Jeroen De Flander is a seasoned internationalStrategy Execution expert, top executive coach,seminar leader and highly regarded keynote speaker.Jeroen has helped more than 15,000 managers in 20countries master the necessary execution skills. Hisbook, Strategy Execution Heroes, reached theAmazon bestseller list in 5 countries.He is co-founder of the performance factory – aleading research, training and advisory firm which issolely focused on helping individuals andorganisations increase performance through best-in-class Strategy Execution.For several years, he was the responsible managerworldwide of the Balanced Scorecard product line forArthur D. Little – a leading strategy consulting firm.The 50+ companies he has advised on variousstrategy 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 astrategy execution seminar for your company, pleasecontact him through his website /blog www.jeroen-de-flander.com, email: jeroen@jeroen-de-flander.com or Twitter:@JeroenDeFlander
  • 26. The New Leaders