Make Your Strategy Come Alive Keynote 2011

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Make Your Strategy Come Alive Keynote 2011

  1. 1. Make Your Strategy Come Alive
  2. 3. 10 %
  3. 4. NINE
  4. 6. the whole strategy implementation challenge. Leaders underestimate
  5. 7. “ One of the criticisms we would have of some of our colleagues who have studied strategy (and some consultants who advice on strategy) is that they assume that once you design strategy it gets executed” Joseph Bowler, Professor of Business Admin Harvard Business School “ They don’t look inside the process and realize that its much more complicated.” STRATEGY IMPLEMENTATION
  6. 8. STRATEGY IMPLEMENTATION
  7. 9. <ul><li>Would you prefer to have: </li></ul><ul><li>Good strategy implemented badly </li></ul>B. Bad strategy implemented well? OR
  8. 10. University Graduation Frustration
  9. 11. Implementation is not a linear event
  10. 14. 90% Failure Rate Why Does Change Fail?
  11. 15. STRATEGY IMPLEMENTATION © Bridges Business Consultancy Int, 2010 The Story of Strategy Implementation so far…
  12. 16. The Current Change Equation Vision, Mission & Values Strategy Change Management RESULTS NOT FOR NINE OUT OF 10 COMPANIES + + = x
  13. 17. What do the one in ten companies do different?
  14. 18. Vision, Mission & Values Change Management Implementation <ul><ul><li>Go beyond traditional change management </li></ul></ul>Strategy Creation Implementation Challenge
  15. 19. Implementation
  16. 20. The Implementation Compass
  17. 21. Shareholder Value then implementation is about… Strategy If strategy is about making the right choices,
  18. 22. Implementation Compass™ A framework for identifying the right action you need to take to today to deliver tomorrow’s strategy © 2010 Bridges Business Consultancy Int All Rights Reserved
  19. 24. Are you supporting the staff members who are supporting the strategy implementation? © 2010 Bridges Business Consultancy Int All Rights Reserved
  20. 25. Do your staff members know why it is urgent to adopt the new strategy? © 2010 Bridges Business Consultancy Int All Rights Reserved
  21. 26. Is everyone constantly communicated to about what’s working, what’s not and what’s going to happen next? © 2010 Bridges Business Consultancy Int All Rights Reserved
  22. 27. Are your measures tracking the old strategy or the new strategy? © 2010 Bridges Business Consultancy Int All Rights Reserved
  23. 28. Is the implementation aligned to your culture? © 2010 Bridges Business Consultancy Int All Rights Reserved
  24. 29. Do staff members have an opportunity to change the daily processes to meet the requirements of the new strategy? © 2010 Bridges Business Consultancy Int All Rights Reserved
  25. 30. Are the behaviors and actions required to implement the new strategy encouraged and reinforced? © 2010 Bridges Business Consultancy Int All Rights Reserved
  26. 31. Do you discuss the strategy implementation more or less than operational challenges? © 2010 Bridges Business Consultancy Int All Rights Reserved
  27. 32. Squeezed in at the end of the meeting… © 2010 Bridges Business Consultancy Int All Rights Reserved
  28. 33. 2. Which direction is the hardest to implement? 4. Which direction is the least practiced among leaders? 1. Turn to a partner and share your thoughts on the compass. 3. Which direction receives the most resistance ? © Bridges Business Consultancy Int, 2010 © Bridges Business Consultancy Int, 2010
  29. 34. © Bridges Business Consultancy Int, 2010 © Bridges Business Consultancy Int, 2010
  30. 35. To participate in our discussions www.strategyimplementationblog.com

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