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Execution turning vision into reality
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Execution turning vision into reality

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    Execution turning vision into reality Execution turning vision into reality Presentation Transcript

    •  
    • Congratulations for being here!
      • “ If you go through life convinced that your way is always the best, all the new ideas in the world will pass you by!” Akio Morita, Made in Japan
      • Instead of:
      • “ it won’t work here…”
      • “ not with my team…”
      • “ not in this culture …”
      • Ask yourself “ How can I apply these ideas in my organization ?”
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality The New Business Reality…
      • More…
      • Better…
      • Faster…
      • with Less!
    • Execution of Strategy is THE Key to Success
      • “ Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals and its culture. And the leaders of the organization must be deeply engaged in it.”
      • Larry Bossidy & Ram Charan, Execution
      Execution: Turning Vision into Reality
    • The Three Elements of Effective Execution
      • Create an execution focused culture .
      • Involve and develop the right people .
      • Institute necessary systems and processes .
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality Create an execution focused culture
    • Create an execution focused CULTURE
      • Promote personal responsibility at ALL levels—start with yourself!
      • Encourage dissenting points of view and discussions.
      • “ The manager’s job is to maintain a constructive level of debate. This leads to identifying blind spots and working around obstacles.” Richard Pascale, Managing on the Edge
      Execution: Turning Vision into Reality
    • Create an execution focused CULTURE
      • c) Create a sense of urgency and a bias toward action .
      • d) Celebrate successes and then quickly move onto a “dissatisfied” state.
      • “ The true challenge is to create revolutions and major progress when you are large, dominant or successful !” Hamel and Prahalad, Competing for the Future
      Execution: Turning Vision into Reality
    • Create an execution focused CULTURE
      • e) Demand organizational learning and growth
      • “ From now on, the key is knowledge(not data). The world is becoming not labor intensive, not materials intensive, but knowledge intensive .” Peter Drucker, Age of Discontinuity
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality Involve and develop the right people
    • Involve and develop the right PEOPLE
      • “ The real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people. Giving full consideration to the individual employee was one of the enduring beliefs on which IBM’s success was built.”
      • Thomas Watson, Jr., A Business and Its Beliefs: The Ideas That Helped Build IBM
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality Involve and develop the right PEOPLE (2) Achieve new levels of performance Practice with strong coaching Need to/Want to/Can do/Will do Understand Techniques and processes Habit Skill Attitude Knowledge
    • Involve and develop the right PEOPLE
      • Choose the right people
      • “ Choosing the right people is what creates that elusive status ‘sustainable competitive advantage’”. Larry Bossidy & Ram Charan, Execution
      • Hold your people accountable for RESULTS not activities!
      • - Measure and reward success in achieving results.
      Execution: Turning Vision into Reality
    • Involve and develop the right PEOPLE
      • c) People support a world they help create—so whenever possible, involve your people in creating an organization and structure focused on execution.
      • Strengthen relationships at all levels.
      • “ Companies with a commitment to developing team relationships were significantly ahead in long term profitability and financial growth.” Rosabeth Moss Kanter, The Change Masters
      Execution: Turning Vision into Reality
    • Involve and develop the right PEOPLE
      • e) Invest in developing your people.
      • “ Short term focus on profitability, rather than nurturing people, is a key factor in failure.” Arie de Geus, The Living Company: Habits for Survival in a Turbulent Business Environment
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality Institute robust systems and processes
    • Institute robust systems and PROCESSES
      • Tie everyone’s Key Objectives into the overall organizational strategy and goals.
      • “ Most managers are slaves to the moment , moving from task to task with every move dogged by another diversion, another call.” Henry Mintzberg, The Nature of Managerial Work
      Execution: Turning Vision into Reality
    • Institute robust systems and PROCESSES
      • b) Focus all positions on producing measurable results rather than keeping them task or activity oriented.
      • -Define five areas of your responsibility.
      • -Select one area and determine measurable results for it.
      • -You can go through a similar process with your team.
      • -Key objectives reports will keep everyone focused!
      Execution: Turning Vision into Reality
    • Institute robust systems and PROCESSES
      • Performance management requires following up on the objectives rigorously.
      • “ When left to rank themselves, over 78% of people give themselves a 9 out of 10 rating. Once this is discussed and considered, this figure is routinely reduced to under 20%. The manager, through constructive coaching, needs to overcome this capacity for self-deception.” Robert Blake, The Managerial Grid
      Execution: Turning Vision into Reality
    • Institute robust systems and PROCESSES
      • d) Fight to create and sustain a true “meritocracy”.
      • “ The best organizations will continue to move toward tying money, rewards and recognition to the results delivered—for both individuals and teams.” Charles Handy, The Age of Unreason
      Execution: Turning Vision into Reality
    • …… Some issues
      • What action will you take based on our discussions today? (specific, measurable and with a time-line)
      • What do you expect the impact of your action to be on your organization? How about on you?
      • How will you hold yourself accountable for the results?
      Execution: Turning Vision into Reality
    • Execution: Turning Vision into Reality Time for questions “ The first step toward asking constructive questions is to acknowledge one’s own ignorance. Too many people are concealing their ignorance under a veneer of knowledge.” Reg Ravans, Action Learning