Magic, myth, madness or best practise methodology - The right path to organisational alignment
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I have observed for many years now the power of alignment. Yet in that same time, I have observed that at least 80% of organisations that have tried it get it wrong! Here you have what I have learned from 40 years of hands-on practise as to what really gets the job done! Enjoy
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Magic, myth, madness or best practise methodology - The right path to organisational alignment
- 1. MMaaggiicc,, MMyytthh,, MMaaddnneessss oorr BBeesstt PPrraaccttiissee MMeetthhooddoollooggyy??
- 2. TThhee PPoowweerr ooff VViissiioonn AAlliiggnnmmeenntt
- 3. YYoouurr OOrrggaanniissaattiioonnaall VViissiioonn Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said …..
- 4. TThhee MMoosstt LLeetthhaall BBeehhaavviioouurrss aanndd PPrraaccttiisseess
- 5. YYoouurr OOrrggaanniissaattiioonnaall VViissiioonn Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said ….. But if you were a “pilot” or the “captain” of a cruise ship, would you …. “Start with the end in mind” However, there are many paths or routes you can follow! Our choices often determine the level of pain or pleasure we experience!
- 6. YYoouurr OOrrggaanniissaattiioonnaall VViissiioonn Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said ….. But if you were a “pilot” or the “captain” of a cruise ship, would you …. “Start with the end in mind” – Covey, 7 Habits However, there are many paths or routes you can follow! Our choices often determine the level of pain of pleasure we experience! (The Journey) How it usually works in organisations Example: Total Petroleum, U.K.
- 7. Total Petroleum – Current Situation Duty Of Care Principle: We want to be Number 1 in the Downstream Sector Retail Commercial Specialities = Initiatives
- 8. Total Petroleum – Desired Future State “All One Team” Common Purpose: Vision Achievement = Initiatives
- 9. YYoouurr OOrrggaanniissaattiioonnaall VViissiioonn Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said ….. But if you were a “pilot” or the “captain” of a cruise ship, would you …. “Start with the end in mind” However, there are many paths or routes you can follow! Our choices often determine the level of pain of pleasure we experience! How it usually works in organisations Example: Total Petroleum, U.K. Example: British Telecom Ireland
- 10. The BT Ireland Vision “To become the leading provider of networked IT services and communications solutions on the island of Ireland by driving value for our customers and people and through relentless pursuit of outstanding service, innovation and business excellence”
- 12. YYoouurr NNuummbbeerr OOnnee FFrriieenndd oorr EEnneemmyy!! EEnnaabblleerr oorr IInnhhiibbiittoorr??
- 13. Vision Alignment Culture Vision
- 15. DDoo YYoouu KKnnooww YYoouurr ““CCrriittiiccaall SSuucccceessss FFaaccttoorrss””??
- 16. CCrriittiiccaall SSuucccceessss FFaaccttoorrss Often the quality of our lives and our organisation’s success is determined by the quality of the questions we ask – guiding us to “do the right things” – the essence of true” leadership
- 17. Vision Alignment Culture CSFs Vision
- 18. CCrriittiiccaall SSuucccceessss FFaaccttoorrss Often the quality of our lives and our organisation’s success is determined by the quality of the questions we ask – guiding us to “do the right things” – the essence of true” leadership The key questions here: What, more than anything else, does our organisation need to focus on and invest in (time, money, people) to achieve that vision? What, in our opinion as the leadership team, will count most or have the greatest impact on achieving the vision? What is “essential” NOT just “nice to have”? The vision must become the ultimate “litmus test” Remember: In the end, “less is more”
- 19. CCrriittiiccaall SSuucccceessss FFaaccttoorrss BBrriittiisshh TTeelleeccoomm CSFs Innovative Solutions Delivering Value to our customers Outstanding Service Reliability & Operational Excellence
- 20. CCoonnttrriibbuuttiioonn MMaattrriixx ““AAllll OOnnee TTeeaamm”” && PPrreelliimmiinnaarryy DDiissccuussssiioonn ttoo SSttaarrtt tthhee TThhoouugghhtt PPrroocceessss
- 21. Total Petroleum – Desired Future State Common Purpose: Vision Achievement
- 22. EEaacchh MMeemmbbeerr ooff SSeenniioorr MMaannaaggeemmeenntt ((CCEEOO//MMaannaaggeemmeenntt CCoommmmiitttteeee:: AAllll OOnnee TTeeaamm)) CCoonnttrriibbuuttiioonn MMaattrriixx II CSFs (examples) 1 (little or none) 3 (some or moderate) 9 (a lot) Innovative Solutions Delivering Value to our customers Outstanding Service Reliability & Operational Excellence
- 23. EEaacchh MMeemmbbeerr ooff SSeenniioorr MMaannaaggeerr ((CCEEOO//MMaannaaggeemmeenntt CCoommmmiitttteeee:: AAllll OOnnee TTeeaamm)) CCoonnttrriibbuuttiioonn MMaattrriixx IIII CSFs (examples) For any CSF where you put a “3 or a 9”, describe one or two contributions your Department/Function/BU/Division can make Innovative Solutions Delivering Value to our Customers Outstanding Service Reliability & Operational Excellence
- 24. Vision Alignment Culture CSFs Vision IS V OS ROE
- 26. ““DDrriivveerrss”” ooff PPeerrffoorrmmaannccee For EACH Critical Success Factor (CSF), the leadership team MUST ask and answer the following questions: What is it that will “enable us”, “better ensure” or “drive” our performance in that critical area? or What must be done to ensure we, as an organisation, do our very “best” in this critical area, e.g., innovative solutions and, therefore, “distinguish” ourselves in the markets we serve and in our customers minds – clearly differentiating ourselves from our competitors?
- 27. Vision Alignment Culture CSFs Vision IS V OS ROE D1 D2 D3 D1 D2 D1 D1 D2 D3 D4
- 28. DDrriivveerrss:: PPrriioorriittiissee,, PPrriioorriittiissee,, PPrriioorriittiissee!! The key considerations here are: You can’t have it all! So pick your “battles” carefully! If you try to do too much, you will fail to get the results you hoped to achieve – “suboptimal results” A Key question for the leadership team to answer is: If you could only have “one” for each CSF, which one would it be and why? Remember, as said before, “less is more”!
- 29. CCrriittiiccaall SSuucccceessss FFaaccttoorrss aanndd DDrriivveerrss :: EExxaammppllee Innovative Solutions D1: Process D2: People D3: Technology
- 30. ““DDrriivveerr”” MMaattrriixx:: FFoorr EEaacchh CCSSFF,, SSeelleecctt 11 oorr 22 ““DDrriivveerrss”” ooff PPeerrffoorrmmaannccee “Drivers” of Performance For each CSF Innovative Solutions Value Outstanding Service Reliability & Operational Excellence D1 ⱴ D2 ⱴ ⱴ ⱴ D3 ⱴ D4 ⱴ
- 31. Vision Alignment Culture CSFs Vision IS V SE R KBO’s , D1 D2 D3 D1 D2 D1 D1 D2 D3 Strategies & Ownership D4
- 32. KKeeyy BBuussiinneessss OObbjjeeccttiivvee MMaattrriixx “Drivers” Of Performance For Each “Driver” of Performance, develop 1-2 Key Business Objectives that MUST be achieved (target to stay in the 5-7 KBO range) IS:D1 IS:D3 V:D2 OS:D1 ROE:D2 ROE:D3
- 33. SSttrraatteeggyy//AAccttiioonn PPllaannnniinngg && OOwwnneerrsshhiipp//AAccccoouunnttaabbiilliittyy MMaattrriixx KBO’s For Each KBO, develop a strategy or action plan for achieving that KBO AND assign “ownership/accountability” KBO1 KBO2 KBO3 KBO4 KBO5 KBO6 KBO7
- 34. AA WWoorrdd AAbboouutt SSttrraatteeggyy EExxeeccuuttiioonn
- 35. SSttrraatteeggyy EExxeeccuuttiioonn What the studies and research say John Childress, “FASTBREAK, The CEO’s Guide to Strategy Execution” Formation of Councils – subsets of the leadership team & not always the “usual suspects” Competitiveness and Growth Relationship Excellence Human Performance Excellence Operational Excellence Each Council supported by a Strategic Business Team (cross-functional) Upwardly mobile Developmental experience Coaching
- 36. AA WWoorrdd AAbboouutt SSttaakkeehhoollddeerr BBaallaannccee
- 37. KKeeyy oorr SSttrraatteeggiicc SSttaakkeehhoollddeerr BBaallaannccee MMaattrriixx –– AAnnootthheerr ““lliittmmuuss tteesstt”” KBO’s Indicate which of your key or strategic stakeholder groups benefits (receives “value”) from achievement of your KBO Is anyone missing? KBO1 KBO2 KBO3 KBO4 KBO5 KBO6 KBO7
- 39. MMeeaassuurreess ooff SSuucccceessss MMaattrriixx KBO’s For each KBO and strategy/action plan identify “measures of success” that will communicate if progress is being made, where, how much and how fast . Is our organisation achieving it’s KBO’s and is it’s strategies having the desired impact? KBO1 KBO2 KBO3 KBO4 KBO5 KBO6 KBO7
- 40. Balanced Scorecard (of KPI’s) Process People Financial Customer
- 41. Vision Alignment Culture CSFs Vision IS V SE R KBO’s , D1 D2 D3 D1 D2 D1 D1 D2 D3 Strategies & Ownership DD44 D4 People Customer Process Financial
- 42. AA LLaasstt SSuuggggeessttiioonn:: AA BBeesstt PPrraaccttiiccee RReewwaarrddss MMaattrriixx
- 43. A “Best Practise” Rewards Matrix Gets Them Does Not Get Them Behaves Properly (in line with the values) Does Not Behave Properly Organisational Values 360 degree feedback Business Results Role Models • Recognition •Reward PDP PDP Probation • 6-month support • Outplacement * PDP=Personal Development Plan
- 45. Vision Alignment Culture CSFs Vision IS V OS ROE KBO’s , D1 D2 D3 D1 D2 D1 D1 D2 D3 Strategies & Ownership DD44 D4 People Customer Process Financial Rewards Matrix Feedback