Compare Infobase Limited   An ISO 9001 : 2000 Certified Company
Understanding Execution
Greatest of the ideas can evaporate in front of execution challenges
What is Execution?
<ul><li>A system of ensuring that results as promised are achieved every-time within the framework accepted is now referre...
The Great Execution Disconnect
<ul><li>Am I going to do it? </li></ul><ul><li>Don’t expect me to micromanage? </li></ul><ul><li>I delegate and empower pe...
It Is All About Getting Things Done
<ul><li>It is important to add - culture of execution </li></ul><ul><li>Those who do wonders in quality, sales, R&D and ot...
The Seven Base Points <ul><li>Know your people and your business </li></ul><ul><li>Insist on realism </li></ul><ul><li>Set...
Know Your People and Businesses <ul><li>People have limitations </li></ul><ul><li>People have aspirations </li></ul><ul><l...
Base Point 1 Continued…… <ul><li>Understand all aspects of the business, never judge people on subject you know you don’t ...
Insist on realism <ul><li>Organizational weaknesses factoring must be questioned at every stage of an execution process. <...
Set Clear Goals <ul><li>There shouldn’t be too many goals. </li></ul><ul><li>Goals once decided need to be prioritized </l...
Follow Through <ul><li>Failure to follow through is the single major cause of execution mismanagement – “Let us follow thr...
Reward the Doers <ul><li>Measure, reward and promote people across levels who know how to get things done. </li></ul><ul><...
Expand People’s Capabilities <ul><li>Coaching is the most important factor in individual capability building </li></ul><ul...
Know Yourself <ul><li>Emotionless hunger for: </li></ul><ul><ul><li>Correct information </li></ul></ul><ul><ul><li>Honest ...
Differentiators
<ul><li>Fix Accountability </li></ul><ul><li>Demonstrate Adaptability </li></ul><ul><li>Actively Appraise </li></ul><ul><l...
Differentiators (Continued) ‏ <ul><li>Challenge Conventional Beliefs </li></ul><ul><li>Emotionless Consistency and Persist...
Differentiators (Continued) ‏ <ul><li>Practice Humility </li></ul><ul><li>Doubtless Integrity </li></ul><ul><li>Milestones...
References A special thanks to Rajan Gupta of BIPM Institute
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Execution

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Excellence in Execution

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Execution

  1. 1. Compare Infobase Limited An ISO 9001 : 2000 Certified Company
  2. 2. Understanding Execution
  3. 3. Greatest of the ideas can evaporate in front of execution challenges
  4. 4. What is Execution?
  5. 5. <ul><li>A system of ensuring that results as promised are achieved every-time within the framework accepted is now referred to as “Discipline of Execution” </li></ul><ul><li>Effective leaders use participative approach of sharing, questioning, analysis and follow-through. They demonstrate high degree of emotionless persistence and consistency. </li></ul>
  6. 6. The Great Execution Disconnect
  7. 7. <ul><li>Am I going to do it? </li></ul><ul><li>Don’t expect me to micromanage? </li></ul><ul><li>I delegate and empower people. </li></ul><ul><li>Don’t expect me to spoon-feed, I have my systems in place. </li></ul><ul><li>Assigning the task and no follow-up is biggest factor in execution disconnect </li></ul><ul><li>Chief executive officer – planning </li></ul><ul><li>75% 25% </li></ul><ul><li>Not following up is a capital crime </li></ul>
  8. 8. It Is All About Getting Things Done
  9. 9. <ul><li>It is important to add - culture of execution </li></ul><ul><li>Those who do wonders in quality, sales, R&D and other disciplines may prove to be poor at execution </li></ul><ul><li>You always need the right person at the right job </li></ul><ul><li>Leaders often get crippled by emotional baggage, refraining them from stopping just short of appropriate steps </li></ul>
  10. 10. The Seven Base Points <ul><li>Know your people and your business </li></ul><ul><li>Insist on realism </li></ul><ul><li>Set clear goals and priorities </li></ul><ul><li>Follow through </li></ul><ul><li>Reward the doers </li></ul><ul><li>Expand people’s capabilities </li></ul><ul><li>Know yourself </li></ul>
  11. 11. Know Your People and Businesses <ul><li>People have limitations </li></ul><ul><li>People have aspirations </li></ul><ul><li>Good people almost always know more than the leader in their discipline, they must be asked tough questions and must feel comfortable in asking the top management tough questions. </li></ul>
  12. 12. Base Point 1 Continued…… <ul><li>Understand all aspects of the business, never judge people on subject you know you don’t have a clue. </li></ul><ul><li>Complete understanding of business lays solid foundation for cost effectiveness at each business stage </li></ul><ul><li>Business dialogs at each stage lead to increased participation in achieving organizational objectives </li></ul>
  13. 13. Insist on realism <ul><li>Organizational weaknesses factoring must be questioned at every stage of an execution process. </li></ul><ul><li>Wishful thinkers must be put through tough questions and must be reined in to ensure that over optimism doesn’t stretch it too far. </li></ul><ul><li>Realism can be misplaced due to lack of complete knowledge of business stages, space, projects, clients, R & D or competitors </li></ul>
  14. 14. Set Clear Goals <ul><li>There shouldn’t be too many goals. </li></ul><ul><li>Goals once decided need to be prioritized </li></ul><ul><li>Goals must be broken down into clear-cut targets </li></ul><ul><li>Action plans must give importance to logistics </li></ul><ul><li>Percentage of achievement must be measured and monitored </li></ul>
  15. 15. Follow Through <ul><li>Failure to follow through is the single major cause of execution mismanagement – “Let us follow through” should be used more often than “Let us take the call” </li></ul><ul><li>Urgent vs Important syndrome plays and must not be allowed to abort execution </li></ul><ul><li>Follow through mechanism ensures that everyone would indeed do what they are supposed to do </li></ul>
  16. 16. Reward the Doers <ul><li>Measure, reward and promote people across levels who know how to get things done. </li></ul><ul><li>Business is not socialism, one shoe can never fit all. Exceptional circumstances may require adjustments, but adjustments must remain exceptions </li></ul><ul><li>Rewards should be timely, direct, tangible and visible </li></ul>
  17. 17. Expand People’s Capabilities <ul><li>Coaching is the most important factor in individual capability building </li></ul><ul><li>If it comes to it - Don’t give a fish, teach fishing </li></ul><ul><li>Every encounter offers opportunity to coach </li></ul><ul><li>Sharing how to knowledge should take more time than demonstrating or debating failures </li></ul>
  18. 18. Know Yourself <ul><li>Emotionless hunger for: </li></ul><ul><ul><li>Correct information </li></ul></ul><ul><ul><li>Honest assessment </li></ul></ul><ul><ul><li>Candid admission of personal priorities </li></ul></ul><ul><li>Open mind to accept all news and facts </li></ul><ul><li>Personal capacity assessment and acknowledgement </li></ul><ul><li>Never duck conflicts, take them head-on </li></ul>
  19. 19. Differentiators
  20. 20. <ul><li>Fix Accountability </li></ul><ul><li>Demonstrate Adaptability </li></ul><ul><li>Actively Appraise </li></ul><ul><li>Validate Assumptions </li></ul><ul><li>Authenticate Facts </li></ul><ul><li>Ability to Anticipate </li></ul><ul><li>Firm Ground Intelligence </li></ul><ul><li>Monitor Budgets </li></ul>
  21. 21. Differentiators (Continued) ‏ <ul><li>Challenge Conventional Beliefs </li></ul><ul><li>Emotionless Consistency and Persistency </li></ul><ul><li>Entrepreneurial Mindset </li></ul><ul><li>Display and Accept Candor </li></ul><ul><li>Encourage Collaborations </li></ul><ul><li>Crisp Communications </li></ul><ul><li>Factor Competition </li></ul><ul><li>Abhor Repeated Failures </li></ul>
  22. 22. Differentiators (Continued) ‏ <ul><li>Practice Humility </li></ul><ul><li>Doubtless Integrity </li></ul><ul><li>Milestones Management </li></ul><ul><li>Plan for Contingencies </li></ul><ul><li>Address Psychological Comfort Factors </li></ul><ul><li>Never reward Non-Performers </li></ul><ul><li>Compensate Performers Adequately </li></ul>
  23. 23. References A special thanks to Rajan Gupta of BIPM Institute

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