Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Secrets to successful strategy execution

This presentation shows why strategy fails to execute.

  • Be the first to comment

Secrets to successful strategy execution

  1. 1. Secrets to Successful Strategy Execution Md Rezaul Akhlak (ZR11) Anika Rahman (RQ 53) Batch 52D
  2. 2. Building Blocks of Crafting and Executing Strategy Developing Vision, Mission and Values Setting Objectives Crafting Strategy Execution Monitoring and Taking correction action Transitioning from Strategy to Execution
  3. 3. Strategy guides few Fundamental Questions How will the company reach there? Where does the company want to go? How does the company know that they have achieved what they strategized? • Market leader • Top be top 3 in revenue • Deliver the best service • Cost Leadership • Merger & Acquisition • Differentiation • Balanced Scorecard • Monitoring
  4. 4. Facts outlined from HBR Assessment of Organizational Capabilities • 1,25,000 profiles representing executives • 3 out of every 5 rated company as weak in execution
  5. 5. Why Strategy Fails to Execute? Strategy fails because employees don’t know what responsibilities they are entitled to do? Case: Global Consumer Packaged goods company
  6. 6. Why Strategy Fails to Execute? Functional Leader vs. Divisional & Geographic Leaders Strong execution Organization: 71% Weak execution Organization: 32% Source: Harvard Business Review Case: Global Consumer Durables Company
  7. 7. Why Strategy Fails to Execute? Important Information about competitive environment doesn’t get to the headquarter quickly? Strong execution Organization: 77% Weak execution Organization: 45% Source: Harvard Business Review Whitewashed or Vanished along the way Poor understanding of regional pricing Case: Caterpillar Company
  8. 8. Why Strategy Fails to Execute? Decisions are frequently second-guessed Strong execution Organization: 45% Weak execution Organization: 71% Case: Global Charitable Organization Decision vetted by many Parties Lack of accountability Manager’s Delegation Source: Harvard Business Review
  9. 9. Why Strategy Fails to Execute? Information doesn’t flow freely across organization Strong execution Organization: 55% Weak execution Organization: 21% Source: Harvard Business Review Case: B2B company •Lack of collaboration •No report to product Unit •Minimal effort assumed by customer Customer vs Product Unit
  10. 10. Why Strategy Fails to Execute? Field and line employees don’t have the information they need to understand the bottom line impact of decisions Strong execution Organization: 61% Weak execution Organization: 28% Placing differently frond and back bank officers Competing goals between them Failed to provide necessary information Increase in Operational Costs Case: Merger of regional Banks Source: Harvard Business Review
  11. 11. Good strategy is never enough… Good strategy + Good execution= Superior Performance
  12. 12. 4 Building Blocks to Influence Execution Decision Rights Information Flows Motivators Structures
  13. 13. Mapping Improvement to the Building Blocks Focus corporate staff on supporting business Unit Decision Focus headquarters on Strategic Issues Establish individual Performance measures Improve Field to Headquarter information flow Create cross functional teams Introducing differentiating Performance awards Reinforce Accountability and Encourage Performance
  15. 15. STATS REGARDING EXECUTION OF STARTEGY  60% organizations don’t link their budgets to their business strategy.  67% organizations have no link between their priorities and business strategy.  75% middle managers don’t have incentives linked with their business strategy.  95% of the typical workforce has no clue about what a strategy is! Source: SHRM/BSCol Research Study 67-17052 “Aligning HR with Organization Strategy”, 2002
  16. 16. THE UPSHOTS OF STRATEGIC EXECUTION  Companies who successfully execute their strategies experience dramatic benefits. Example: KeyCorp.  From a Palladium Group Inc. Survey, it was found that 70% of the organizations with a formal strategy execution process reported superior performance.  These organizations were also 8 times more likely to use technology solutions.
  17. 17. STRATEGY EXECUTION ROADMAP Describe and Measure Prioritize Take Feedback Communicate Coordinate & Integrate Link with Budget
  18. 18. STEP 1: DESCRIBE & MEASURE Translate the strategy to operational terms Come up with measures that can be clearly communicated and acted upon Convert the strategic objectives into balance scorecard Do the strategic mapping
  19. 19. STEP 2: PRIORITIZE Identify the strategic key processes Give them special attention Create “Theme Teams” if required Manage the initiative in a cross- business basis Break down the frequently found silos
  20. 20. STEP 3: TAKE FEEDBACK Conduct regular meeting Review the strategies Test all the theories with feedback from the real world. Adapt with the strategies
  21. 21. STEP 4: COMMUNICATE  Got to communicate the strategies to all levels of employees.  Knowledge workers make decisions on a routine basis.  Newsletters and brochures can be good ways to maintain communication.  Include strategic awareness in the formal training program  Walk the talk.  Use quarterly meeting, the email Q & A etc. as a medium to communicate directly with the frontline workers
  22. 22. STEP 5: COORDINATE & INTEGRATE  Align all the business units and support units to the strategy.  Create an organized process to achieve the synergies of a better strategic alignment.  Take help from strategy Maps and Balance Scorecards.  Enable the support units to focus their initiatives on the strategic priorities.
  23. 23. STEP 6: LINK WITH BUDGET  Create structural consistency between planning and budgeting process.  Come up with creative new approaches if possible  Elcoteq created Stratex (Strategic Expenditure) to differentiate certain expenses from the conventional Opex (Operating Expense) and Capex (Capital Expense)  Create a separate process that removes strategic investments from the system used to manage routine operations.
  24. 24. Make strategy execution a core competency Create a competitive advantage Achieve dramatic benefits for the shareholders
  25. 25. Thank You!