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Beyond Strategy Around The World
 

Beyond Strategy Around The World

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    Beyond Strategy Around The World Beyond Strategy Around The World Presentation Transcript

    • Celebrating Beyond Strategy2 nd Anniversary and Launching the ebook 11 Tips for Leaders on Implementation
    • We have been fortunate enough to present our message around the world.
    • You really can’t see the Great Wall of China from outer space nor Beyond Strategy!
    • Conquering Paris was no mean feat!
    • Reykjavik in Iceland was a cold experience but a warm welcome.
    • Speaking in Turkey was a Turkish delight.
    • 1. Focus on both crafting and implementingstrategy Implementing strategy is harder than creating it. Of every 10 strategies, 9 fail to be implemented successfully. The challenge for the effort and time they spend leaders is to take crafting the strategy and at least double both when they craft the implementation. Bridges Rule: 1to2X (what ever time, effort and energy went into crafting double it for implementation)
    • Presenting to the Queen but the gates were locked (and guarded).
    • 2. Identify the right actionsLeaders must identify what needs to be done and in which order.Although it is not unheard-of for two organizations to have the samestrategy the implementation of the strategy is unique and leadersmust identify what needs to be done under the specific conditionstheir organization faces.They must then lead staff members to perform therequired behaviors and actions.
    • The next billboard on 42nd street … (no expense spared).
    • 3. Adapt and amend the strategy Implementation never goes according to plan. Customer expectations shift, markets move, products change and employee turnover fluctuates; these are just some of the factors that mean what is planned in the boardroom is never what happens in the implementation.
    • Going down under, it was not easy to sell in the Outback, but we still tried.
    • 4. Conduct a strategy implementation readiness.assessment Leaders must step back from the day-to-day business and take the time to assess the strengths and weaknesses of the organization against the eight the eight areas of excellence for execution. They then identify the specific actions that will drive the implementation forward, as it is the actions that are taken every day that move you either closer to your strategy or further away.
    • Presenting in Indonesia was colorful and wonderful.
    • 5.Consider staff members as strategycustomers. Leaders must sell the strategy to staff members as they are the ones who must buy into it. This is a paradigm shift for many leaders. In most implementations, leaders delegate the responsibility to their staff members without proper support, encouragement and the appropriate tools and techniques. Leaders then sit back and expect the implementation to be carried out effectively! The leader’s role is to engage staff members so that they become engaged in the implementation.
    • Speaking at the twin towers in KualaLumpur is like beingon top of the World.
    • 7. Focus on the MavericksBy focusing on Mavericks (the 20% of people who arepositive about the change and adopt it) the organization generatestraction from early wins that can be shared and celebrated with therest of the organization. Remember, the odds are stacked againstyou before you even start.
    • The blazing heat of the Gulf was not always a day on the beach.
    • 8. Brand the StrategyWhen leaders present the strategy to the Board it is naturally amore left-brain argument supported by projections, graphs, and a Taking the strategy to the wholestrategy paper.organization requires a more right-brainargument, supported by an internal brandingthat captures the essence of the strategy in images and taglines.Leaders often seem to follow an unwritten rule that the moreconfusing the strategy the better it is!
    • Romancing India audiences atTaj Mahal (and my lady).
    • 9. Become the Voice of the Strategy It is important to shift the focus in communication from creating awareness of what the strategy is about to explaining the goal of the communication, to making sure everyone knows the strategy, knows what to do to implement it and is motivated to do it. Achieving this shift entails a complete repositioning and change in Leaders must communication objectives and positioning. be the Voice of the Strategy, speaking about it at every opportunity.
    • Translated into Farsi and selling fast.
    • 10. Balance New Media and TraditionalMediaLeaders must adopt a balance between new and traditional media tocommunicate the new strategy. The balance will depend on the makeup of the audience. If most of the staff members are addicted toFacebook, then you need to blogging and sending more tweets, blogsand writing on their wall.When adopting new media consider how yourstaff members communicate outside work.
    • Angkor Wat asked “what implement?”
    • 11. Change the Strategy, Change theMeasures Leaders are responsible for ensuring that the organization stops measuring the old strategy and puts in place new measures for the new strategy. One of the best ways to do this is to adopt a Strategy Map and the Balanced Scorecard.
    • Not yettranslated into Thai.
    • Returning to Scotland topresent our research was an honor and priviliege.
    • Home sweet home.
    • Seven years on, Bricks to Bridges is still on Amazon best selling list and being presented at Raffles Hotel in Singapore.
    • For you r support
    • http://twitter.com/speculand www.linkedin.com/in/robinspeculand www.bridgesconsultancy.com