Strategy Execution For EPIPL Managers

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Strategy Execution For EPIPL Managers

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Strategy Execution For EPIPL Managers

  1. 1. Strategy ExecutionThe Discipline of Getting Things Done
  2. 2. No worthwhile strategy can be plannedwithout taking it into account theorganization’s ability to execute it
  3. 3. Execution is the major job of the Business LeaderExecution requires a comprehensive understanding of abusiness, its people and its environment – and the leaderis only person in a position to achieve that understandingOnly the leader can make execution happen, throughhis/her deep personal involvement in the substance andeven the details of executionWho is leader : Leader Can be the Promoter / CEO / UnitHead / HOD
  4. 4. Execution must be a core element of an organization’s cultureExecution has to be embedded in the reward systems and in the norms of behavior that everyone practices.
  5. 5. Building Block One: The Leader’s Seven Essential BehaviorsBuilding Block Two: Creating ExecutionCulture Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place
  6. 6. Building Block One:The Leader’s SevenEssential Behaviors1. Know Your People and Business Leaders have to live their business. In companies that don’t execute, the leaders are usually out of touch with the day-to-day realities
  7. 7. Building Block One:The Leader’s SevenEssential Behaviors 2. Insist on Realism • Realism is the heart of execution, but many organizations are full of people who are trying to avoid or hide reality • Start by being realistic yourself. Then make sure realism is the goal of all dialogues in the organization
  8. 8. Building Block One:The Leader’s SevenEssential Behaviors 3. Set Clear Goals and Priorities • Leaders who execute focus on a very few clear priorities that everyone can grasp • Focusing on three of four priorities will produce the best results for the resources at hand
  9. 9. Building Block One:The Leader’s SevenEssential Behaviors 4. Follow Through • Clear, simple goals don’t mean much if nobody takes them seriously • The failure to follow through is widespread in business, and a major cause of poor execution
  10. 10. Building Block One:The Leader’s SevenEssential Behaviors5. Delegate & Reward the Doers • If you want people to produce specific results, you delegate them responsibilities properly & reward them accordingly. Trust the people you delegate. Never appoint a shadow watchdog to check them. Speak Directly. • This fact seem so obvious, yet many corporates do not properly delegate or insit on accountability but appoint watchdogs and do such a poor job of linking rewards to performance that there’s little correlation at all
  11. 11. Building Block One:The Leader’s SevenEssential Behaviors 6. Expand People’s Capabilities via Coaching • As a leader, you’ve acquired a lot of knowledge and experience – even wisdom – along the way. Your job is passing it on the next generation of leaders. • This is how you expand the capabilities of everyone else in your organization, collectively and individually.
  12. 12. Building Block One:The Leader’s SevenEssential Behaviors 7. Know Yourself Without emotional fortitude, you can’t be honest with yourself, deal honestly with business and organizational realities, or give people forthright assessments.
  13. 13. Building Block Two: Creating Execution CultureThe basic premise issimple:Culture change getsreal when your aim isexecution.
  14. 14. Building Block Two: Creating Execution Culture You don’t need a lot of complex theory oremployee surveys to use this approach. You just need to changepeople’s behavior so that they produce results.
  15. 15. Building Block Two: Creating Execution CultureFirst, you tell people clearly whatresults you’re looking for. Tellthem how you will measure theirperformance. Changing goal postswill frustrate people.
  16. 16. Building Block Two: Creating Execution CultureThen discuss how to get thoseresults, as a key element of thecoaching process. Allow a decenttime frame for them to perform.
  17. 17. Building Block Two: Creating Execution CultureThen you reward people for producing the results.If they come up short, you provide additionalcoaching, withdraw rewards, give other jobs, or letthem go.When you do these things consistently, youcreate a culture of getting things done!
  18. 18. Building Block Three: TheJob No Leader ShouldDelegate – Having the RightPeople in the Right Place Why the Right People Aren’t in the Right Jobs?
  19. 19. • The leaders may not know enough about the people they’re appointing• The leaders may pick people with whom they’re comfortable (psychological comfort), rather than others who have better skills for the job• The leaders may not have the courage to discriminate strong and weak performers and take the necessary actions.
  20. 20. The leaders shouldn’t bepersonally committed to the people process and deeply engaged in it !!
  21. 21. The execution oriented leaderdevotes an inordinate amount of time and emotional energy to hiring, providing the right experiences for, and developing leaders.
  22. 22. Core Process of Execution Strategy Process People Process Operational Process
  23. 23. Strategy ProcessDefines where a business wants to go
  24. 24. A strong strategic plan must address the followingquestions: • What is the assessment of the external environment? • How well do you understand the existing customers and markets? • What are the critical issues facing the business? • What is the best way to grow business profitably? • Can the business execute the strategy? • What are the important milestones for executing the plan?
  25. 25. Strategy Execution Review Questions • How strong is the organizational capability to execute the strategy? • Is the plan scattered or sharply focused? • Are the linkages with people and operations clear?
  26. 26. People Process Defines who’s going to get it there
  27. 27. A robust people process provides a powerful framework for determining the organization’s talent needs over time and for careful planning action that will meet those needs.
  28. 28. Robust People Process is based on thefollowing building blocks: • Linking to strategic plan and business results • Developing the leadership pipeline though continuous improvement, succession depth, and reducing retention risk • Deciding what to do about non-performers
  29. 29. OperationProcess provides the path for those people.
  30. 30. A robust operation processfocuses on an operating planthat links strategy and people to results.
  31. 31. Operating plan includes theprograms your business is going tocomplete within one year to reach the desired levels of such objectives as earnings, sales, margins, and cash flow.
  32. 32. End of PresentationThis Presentation is based on the book Execution : TheDiscipline of Getting Things Done Larry Bossidy and RamCharan, Crown Business PublicationCompiled by Raghavan VP cgm.products@eicsgroup.com

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