Excellence In Execution

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  • 1. Excellence In Execution E ti Ramki @g g p ramakrishnan@gmrgroup.in
  • 2. Prelude On a casual reading of the above topic, it looks simple. After all, a culture of execution is where you “walk to talk”. But then in real life it is really not so. There is always a gap between expectations and achievements goals and ends and achievements, objectives and results. What causes this Gap? Is it lack of planning, absence of systems, paucity of efforts or inadequacy of training? Were wrong people put on the job, was the operating q y g g p p p j , p g environment not conducive, were the support systems inaccurate, the interaction and integration of objectives, functions and tasks poorly done, leadership not inspiring, follow through inadequate etc. etc. The answers to these questions would emerge in the post mortem of failure in all cases Companies would realize cases. why and where they went wrong by asking the right questions- but alas at the wrong time. They will learn from their mistakes- hopefully-or else will disappear from the corporate landscape sooner than later. Companies with an Execution Culture address all these issues BEFOREHAND and hence ENSURE achievement of the desired results. What is the Execution culture, what are its components, inter-linkages and how to build such culture is the challenge the companies have in hand
  • 3. The Changing face of Strategy Archaic Modern Strategy in intellectual domain Strategy in action domain Strategy separated from Strategy is execution execution Strategy dictated execution Execution dictates strategy A winner was one with good A winner is a good executor gy strategy
  • 4. What is Execution ?  The art of “GETTING THINGS DONE”  Science with clear INPUTS, PROCESSES & OUTPUTS  “Dictates” Strategy gy  Bridges the gap between “Promises & Results” Promises Results  Walk the Talk
  • 5. Execution is not not… •Distinct from Strategy, People & Operations, but central to them • Mere Compliance / Conformity • Mere intellectual capability to perceive, but the power of limbs to li b t produce d • Keeping pace with the Organization but sets the pace at Organization, which Organizations move
  • 6. Execution Then why this is neglected • Not intellectually challenging • Confused with micro Management &“Do it yourself” • Considered subservient to strategy
  • 7. Traditional Execution of the Strategy
  • 8. Clarity of purpose Vision Course Role corrections Clarity -Review Components of Execution Resource Inter availability dependence Performance Standards
  • 9. Clarity
  • 10. Clarity of Purpose & Vision
  • 11. Focus & Synergy Clarity –Do they know what is most important ? Commitment – Do they want to do it ? Translation –Do they know how to do it ? Discipline –Do they sustain the course ? Synergy – Do they work together ?  Enabling  Collaboration  Trust  Accountability
  • 12. External Focus
  • 13. Three building blocks of Execution Having Right people in Right Place 3 Creating Execution Culture 2 Leader’s 7 essential behaviors 1
  • 14. Building Block -1 Leader’s 7 essential behaviors
  • 15. Know your People & Business  Leaders have to live their business.  In companies that don’t execute the leaders are usually out don t execute, of touch with the day-to-day realities  The bulk of the information that reaches them is filtered- presented by their direct reports with their own perceptions & agendas
  • 16. Insist on Realism The reality Check Realism-  Realism is the heart of execution, but many organizations are full of people who are trying to avoid or shade reality because it is reality, uncomfortable or too revealing of the mistakes made  Start by being realistic yourself. Then make sure realism is the goal of all dialogues in the organization
  • 17. Set Goals & Priorities  Leaders who execute focus on a very few clear priorities th t everyone can grasp i iti that  Focusing on three of four priorities will produce the best results for the resources at hand  People in contemporary organizations need a small number of clear priorities to execute well t ll
  • 18. 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  Leaders must surface conflicts that stand in the way of achieving results & create follow-through
  • 19. Reward the Doers  If you want people to produce specific results, you reward th d them accordingly. di l  This fact seem so obvious, yet many corporation do such a poor job of linking rewards to performance that there’s little correlation at all  When companies don’t execute, chances are they don t measure, don t reward, don’t measure don’t reward and don’t promote people who know how to get things g g done
  • 20. Enhance People’s Capabilities via Coaching People s • As a leader, you’ve acquired a lot of knowledge and experience – even wisdom – along the way Your job is way. passing it on the next generation of leaders. • This is how you expand th capabilities of everyone else i Thi i h d the biliti f l in your organization, collectively and individually.
  • 21. Know yourself Without emotional fortitude, you can’t be honest with yourself, deal honestly with b i d l h tl ith business & organizational realities, or give i ti l liti i people forthright assessments. This emotional fortitude is comprised of 4 core qualities:  Authenticity  S lf Self-awareness  Self-mastery  Humility
  • 22. Jack Welch’s Hands-On Management Welch s Hands On In the mid-1990s, a friend told Jack Welch, General Electric’s CEO, about a new methodology for making a quantum increase in inventory turns in manufacturing operations. It was thought that GE could generate cash if it could increase its inventory turns across the company. The leading practitioner of the methodology was American Standard whose plants had achieved as high as 40 inventory turns Standard, per plant, compared to the average of four at most companies. Welch wasn’t content to just get the concept, or to send some of his manufacturing people out to investigate it. Instead, he paid American Standard CEO Emmanuel Kampouris a visit, i order t understand th workings personally. H also K i i it in d to d t d the ki ll He l accepted an invitation to speak at the company, and spent the better part of one evening’s dinner querying two successful American Standard plant managers about the details of their respective operations — the tools, the social architecture, p p , , and how they overcame resistance to the new methodology. By involving himself deeply and personally with the subject, Welch learned what it would take to execute such an initiative at GE, and was able to get the necessary changes rolling quickly throughout his huge company By the time of his retirement in 2001 Welch company. 2001, saw GE’s inventory turns double.
  • 23. Building Block -2 Creating Execution Culture
  • 24. The way we do things Amalgam of shared beliefs CULTURE Second nature Encompasses, Philosophy, Process & Practice Internalize, Internalize Institutionalize
  • 25. Execution Culture is is… • Where everyone knows y • What to do • When to do • How to do • With available resources • U d t di i t d Understanding interdependence of t k d f tasks • Moving the organization towards its goals
  • 26. The basic premise is simple: Culture change gets real when your aim is execution.
  • 27. You don’t need a lot of complex theory or employee surveys to p y y use this approach. You just need to change people’s behavior so that they produce results. results
  • 28. First, you tell your team clearly Fi ll l l what results you’re looking for you re for.
  • 29. Then discuss h Th di how t get th to t those results, results as a key element of the coaching process.
  • 30. Then you reward people for p producing the results. If they g y come up short, you provide additional coaching withdraw coaching, rewards, give other jobs, or let them go. When you do these things y g consistently, you create a culture of getting things done!
  • 31. Execution Culture Evolution Culture-Evolution DO IT I’LL DO IT WE LL WE’LL DO IT WILL TO DO IT WELL
  • 32. Institutionalization – Th Stages I tit ti li ti The St Should be aligned to
  • 33. Institutionalization – The Stages Which Whi h again should b aligned to i h ld be li d
  • 34. Institutionalization – The Stages
  • 35. Institutionalization – Alignment
  • 36. Building Block -3 The Job no Leader should delegate Right People Right Place
  • 37. Why the Ri ht People A ’t i Wh th Right P l Aren’t in the Right Jobs?  The leaders may not know enough about the people they re they’re appointing  The leaders may pick people with whom they’re comfortable (ps chological comfort) rather than others (psychological comfort), who have better skills for the job  Th l d The leaders may not h t have th courage t di i i t the to discriminate strong and weak performers and take the necessary actions. actions
  • 38. Why right people are not in right job Lack of knowledge  Leaders often rely on sometimes fuzzy or prejudiced staff y y p j appraisals when placing people into positions.  They should, instead, define the job in terms of its three or four nonnegotiable criteria —things the person must be able to do to things succeed. Lack of courage Innumerable cases of the wrong person being kept in the wrong job, simply because the person’s leader doesn’t have the emotional fortitude to take decisive action confront the person action, person, and make a change. Such failures do considerable damage to a business; indeed, if the non-performer is high enough in the organization he or she organization, can be particularly destructive.
  • 39. Why right people are not in right job The psychological comfort factor  Many jobs are filled with the wrong people because the leaders who promote them are comfortable with them, and the employees are loyal to those leaders. H However, if th t l that loyalty i b lt is based on th wrong f t d the factors (social reasons, rather than professional, etc.), it could be damaging.  Often, breaking free of this comfort factor is exactly  What a leader must do to bring about change When Reginald Jones — a cerebral, well-spoken person — selected Jack Welch — well spoken a blunt, irreverent, from-the-gut leader — to replace him as CEO of General Electric, many questioned the move. Jones, however, knew GE had to change, and that Welch possessed the right kind of personality and professional approach to get the job done. J th j b d Jones b k f broke free of th comfort f t t th b f the f t factor, to the benefit of th company fit f the and its shareholders.
  • 40. Performance - Behavior Matrix Attitudinal Ch Attit di l Change Succession D th S i Depth Separation Skill C Competence t
  • 41. Core process of Execution
  • 42. Core Process of Execution  Strategy Process  People Process  Operational Process
  • 43. Strategy Process St t P Defines where a bus ess wants to go e es e e business a ts
  • 44. Strong Strategic Plan must address the following  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?
  • 45. Strategy Execution Review Questions  How strong is the organizational capability to execute the strategy?  Is the plan scattered or sharply focused? py  Are the linkages with people and operations clear?
  • 46. People Process P l P Defines who’s going to get it there who s
  • 47. Robust People Process A robust people process provides a powerful framework for determining the organization’s talent organization s needs over time, and for planning action that will meet those needs needs. 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 non performers
  • 48. The execution-oriented execution oriented leader devotes an inordinate i di t amount of ti t f time and emotional energy to hiring, providing the right experiences for, and developing leaders.
  • 49. Operation Process O ti P Provides the path for those people
  • 50. A robust operation process focuses on an operating plan that links strategy and people to results.  Operating plan includes the programs your p gp p g y business is going to complete within one year to reach the desired levels of such objectives as earnings, sales, margins, and cash flow
  • 51. To Summarize
  • 52. Execution  Leaders are central to execution. K Know yourself. lf Be engaged in both the “whats and hows.” Be honest about all realities. Promote ongoing honest dialogue  Create and maintain an execution culture Translate visions and goals into tangible deliverables and actions.
  • 53. Execution  Put the “right” people in the “right” places. Be involved in selections selections. Reward the doers. Expand the capabilities through coaching  Put processes and mechanisms in place to p p effectively operationalize execution. Strategic plan – stretch goals. Strategy reviews. Operating plans. Realistic resources and budgets.
  • 54. Question What Can I do to execute More effectively
  • 55. Need for Personal Transformation
  • 56. Network & Learn
  • 57. Brainstorming
  • 58. Factory Settings
  • 59. Personal -Factory Settings Personal Factory Settings
  • 60. Reset your -Factory Settings Reset your Factory Settings
  • 61. The hard way
  • 62. Mental Activation
  • 63. It starts with you
  • 64. Capture your big ideas
  • 65. Integrate & Assimilate
  • 66. “Leadership without the discipline of execution is incomplete and i ff ti i l t d ineffective. With t th ability t Without the bilit to execute, execute all other attributes of leadership become hollow” Larry Bossidy Chairman, Honeywell International