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Executing Strategy with Discipline of Execution.pptx
- 1. Executing Strategy 23 November 2021
- 2. Three Reasons Why Good Strategies Fail: Execution, Execution… Poor Synchronization • Global Strategy vs Local Execution gap. • “Less than 15% of companies routinely track how they perform over how they thought they were going to perform,” People vs Process – Two School Thought • Should become a hybrid model, combined both. • People and process strengthened each other. • Engaged people in designing process to secure their commitment. Get Job Done: • Develop Model of Execution. • Choose the Right Metrics. • Don’t forget the plan. • Assess performance frequently. • Communicate.
- 3. Execution Gap: Knowing - Doing Gap Only 15% of employees were able to identify their company’s goals and priorities. Only 19% bought into those goals and took ownership of them. Only 49% of people’s time was spent on company goals (the rest was spent on urgent distractions). 51% of the employees didn’t understand what they were supposed to do in their own positions to accomplish the company goals.
- 4. Execution Gap People don’t know the Goals - too much goals, too much focus. People don’t know what to do to achieve the goals. People don’t keep the score People don’t take accountability each others regularly.
- 5. Strategy & Execution Which of these do leaders struggle with more, Creating Strategy or Executing the Strategy? The answer is immediate: “Execution!”
- 6. The Execution Common Challenge Change in Human Behavior
- 7. Focusing the Organization Goals Rule #1: No team focuses on more than two WIGs at the same time. Rule #2: Vital behavior you choose must win the goals. Rule #3: It’s a team game, senior leaders can veto but not dictate. Rule #4: All WIGs must have finish line: Verb , “From X to Y by When”. WIG – Wildly Important Goals
- 9. 4DX OBJECTIVES Highest Quality Implementation in the Shortest possible Time Maximum Leader & Team Engagement with Minimum Disruption to Business Operations. Sustainable WIG results through full process adoption (new habits)
- 10. RESULT CAN’T CONTROL CAN CONTROL EXECUTE STRATEGY
- 11. The Whirlwind Get in the Way to Your Goals The Day Job URGENT It Act on you GOALS (New Activities) - IMPORTANT You Act on it
- 12. DISCIPLINE 1 – FOCUS ON WILDLY IMPORTANT GOALS
- 13. Focus on Less to Achieve More Prioritizing what matters most NUMBER OF GOALS GOALS ACHIEVED WITH EXCELLENT 2 - 3 4 - 10 11 - 20 0 1 - 2 2 - 3
- 14. Wildly Important Goals Sebuah sasaran yang membuat semua perbedaan. Kegagalan mencapai sasaran ini menyebabkan pencapaian lainnya kurang berarti.
- 15. VERB, FROM X TO Y BY WHEN “X” Angka pencapaian AWAL dari WIG “Y” Angka pencapaian AKHIR dari WIG “KAPAN” WAKTU WIG harus dicapai
- 16. LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) Wildly Important Goals
- 17. Installing Discipline 1 Consider Consider the Possibilities: Do brainstorming possible WIGs to support achievement of company goals. Rank by Rank by Impact Test Test Top Ideas, by answering these questions: • Is it Aligned? • Is it Measurable? • Who Owns the results • Who owns the game – leader or Team? Define Define the WIG: Begins with verb; Define the lag measure in term of from X to Y by when; keep it simple; Focus on what not how.
- 18. Installing Discipline 1 – EXAMPLE PT DKB WIG 1 – INCREASE MARKET SHARE POST COVID19 BY 10% IN END 2021 PT DKB WIG 2 – MAINTAIN PROFITABILITY AS SAME AS PY WIG COMMERCIAL DEPT RANK A M O T FINAL WIG WIG 1 – Opening 10 New Outlet In Strategic Location By Jan 2021 1 Y Y Y Y WIG 2 – Develop Product Newness For Next Season By Q3 2020 4 Y Y N Y WIG 3 – Collaboration with Key Partners by End 2020 3 Y Y N Y WIG 4 – Redesign 15 Stores in Key Location by End 2020 2 Y Y Y Y WIG 5 – Grow Online Business by 500% by End 2021 5 Y Y Y Y
- 19. WIG Builder Tool Ideas for the WIG Current Result (From X) Desired Result (To Y) Deadline (By When) Rank Final WIG(s) VERB, FROM X to Y , By WHEN
- 20. DISCIPLINE 2 Act On the Lead Measures
- 21. Act on the Lead Measures 2 Characteristics of LM: Predictive Influenceable LM: Most high-impact thing must do to reach the goal. LM: The tracking measurements of the wildly important goal.
- 22. Act on the Lead Measures LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) Lead Measure Lead Measure Rock Lever
- 23. MENGUKUR PENCAPAIAN GOAL menurunkan berat badan dari X menjadi Y Pada 12/31 Meningkatkan nilai matematika dari X menjadi Y Pada 12/31 MENURUNKAN BERAT BADAN MENINGKAT KAN NILAI Membatasi makan max 2100 kalori per hari (Diet) Lari 18 KM per minggu Memeriksa PR dengan benar dan lengkap 5 kali seminggu - Mengukur sesuatu yang menuju pencapaian goal - Sesuatu yang dapat kita pengaruhi - Mengukur sesuatu yang menuju pencapaian goal - Sesuatu yang dapat kita pengaruhi --------------------------------------------------------------------------------------------------------- IDENTIFIKASILEAD MEASURES
- 24. LEAD MEASURES MENGGERAKAN LAG MEASURE
- 25. Installing Discipline 2 Consider the possibilities: brainstorming on LM & how to measure. 1 Rank by Impact 2 Test Top Ideas • Is it Predictive? • Can it be Measured? • Is it Own by the Team • Is it ongoing Process or a “once & done”? • Is it leader’s game or Team game? 3 Define the Lead Measures : Verb, Focus, Consistency & Quality 4
- 26. Installing Discipline 2 - EXAMPLE WIG 5 – Grow Online Business by 500% by End 2021 RANK P M O P T FINAL LM LM 1 – Kolaborasi dengan top 5 Market Place di Indonesia. 1 Y Y Y N N LM 2 – Membuat 5 konten media social setiap hari. 4 Y Y Y Y Y LM 3 – Monitoring & Evaluasi Reaksi follower setiap hari. 5 Y Y Y Y Y LM 4 – Semua karyawan berjualan di Market Place. 2 Y Y N Y Y LM 5 – Membuat promo menarik setiap minggu setiap produk 3 Y Y Y Y Y FINAL LM LM1 – Membuat 5 konten media sosial IG dengan persetujuan Marketing Head LM 2 – Melakukan MONEV reaksi follower/pelanggan setiap hari dengan menggunakan endorser. LM 3 – Membuat promo terkait discount, “bundling price” setiap minggu setiap produk dgn persetujuan Manager
- 27. Lead Measure Builder Tool Ideas for Lead Measures & How to Measure Rank Test (P – M – O – P – T) Final Lead Measures. VERB; FOCUS, CONSISTENCY, QUALITY
- 28. DISCIPLINE 3 Keep a Compelling Scoreboard
- 29. Keep a Compelling Scoreboard Discipline of Engagement, highest level of performance always comes from people who are emotionally engaged – that is, if people know whether they are winning or losing.
- 30. Mengapa Kita Memerlukan Scoreboard? “ORANG-ORANG AKAN BERMAIN DENGAN CARA YANG BERBEDA KETIKA MEREKA MULAI MENGHITUNG SCORE”
- 31. Our Scoreboard on Weight Reduction Program ◦ WIG HP : Menurunkan berat badan dari 86 ke 75 kg di Nov 2020 ◦ LM1 – Intermittent Fasting. ◦ LM 2 – Intermittent walking minimal 5 km and 1 hour. ◦ WIG SN : Menurunkan berat badan dari 76 ke 65 kg di Nov 2020 ◦ LM1 – Intermittent Fasting. ◦ LM 2 – Intermittent walking minimal 5 km and 1 hour.
- 32. Team Game LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) LAG MEASURE (X menjadiY Kapan) Lead Measure Lead Measure Rock Lever
- 33. Karakteristik Scoreboard SEDERHANA. Sangat mudah DILIHAT oleh anggota tim Memiliki LEAD & LAG measures yang tepat. Dapat menunjukkan kepada kita MENANG & KALAH.
- 34. Scoreboard Builder Tool TEAM WIG LAG MEASURE Lead Measure 1 Graph Lead Measure 2 Graph
- 36. Can You Imagine When The Game With No Scoreboard?
- 37. DISCIPLINE 4 Create a Cadence of Accountability
- 38. Principle of Accountability Discipline 4 is where the execution happens. Consistently hold each other accountable. A rhythm of regular & frequent meeting of team that owns a WIG.
- 39. Why Hold WIG Sessions? TEAM’S FOCUS ON THE WIG DESPITE CONSTANT WHIRLWIND. LEARN TO EACH OTHERS HOW TO MOVE THE LEAD MEASURES. TEAM MEMBER PROVIDE HELP & SUPPORT TO KEEP THEIR COMMITMENT. ENABLE THE TEAM TO ADAPT ON CHANGING NEEDS OF THE BUSINESS. OPPORTUNITY TO CELEBRATE SUCCESS, KEEP ENERGY & ENGAGEMENT OF TEAM MEMBER.
- 40. Weekly Commitment Meeting 1. Melaporkan komitmen minggu lalu. 2. Update Scoreboard. 3. Melaporkan komitmen minggu depan.
- 41. Pertanyaan Kunci Menentukan Komitmen Apa 1–2 Hal Penting Yang Akan Saya Lakukan Minggu Ini Untuk Memperbaiki Kinerja Saya dan Team Pada Scoreboard?
- 42. Commitment should be Force into the Whirlwind Mon Tue Wed Thurs Fri Sat Sun 06.00 0800 10.00 12.00 14.00 16.00 18.00 20.00 22.00 Commitment 2 Commitment 3 Commitment 1 Commitment 4
- 43. 4DX in other words: They know the Goal (Discipline 1) They know what to do to achieve the goal (Discipline 2) They keep the score at all time ( Discipline 3) They held themselves accountable regularly and frequently for the result (Discipline 4)
- 44. Terima Kasih Harry Pramono – 081808100211 – coach@harrypramono.com
Editor's Notes
- BISMILLAHIRRUHMANNIRROHIIM, ASS WR WB. TEMAN2 SEMUA. TERIMA KASIH UNTUK MELUANGKAN WAKTU DAN DANA UTK MENGHADIRI SESI PEMBELAJARAN BERSAMA PAGI INI. SEMOGA MEMBAWA MANFAAT BUAT KITA SEMUA.
- GET JOB DONE: MEASUREMENT OF SUCCESS IS KEY IMPORTANT TO DEFINED (E.G. CORPORATE SCOREBOARD), OTHERWISE YOU CAN NOT ACHIEVE SOMETHING THAT YOU DON’T MEASURE. CONSTANTLY CHECK THE ACTIONS WITH THE PLANNED OBJECTIVES. SEEK FEEDBACK WHICH WE LEARN FROM: CONTINUE/STOP/START COMMUNICATE!! DALAM SESI DIALOG SAYA DGN PARA KARYAWAN, SERINGKALI MEREKA DI BUAT PUSING & GAGAL PAHAM ATAS PERUBAHAN2 YG CEPAT DALAM ORGANISASI. DAN PADA SAAT SAYA BERKESEMPATAN BERDIALOG DGN CEO DAN MEMBERI FEEDBACK TTG INPUT DR MANAGERS, BELIAU MENYADARI BAHWA DIA MENYADARI MELAKUKAN PERUBAHAN, DISISI LAIN TIDAK MEMBUAT NOTES & MENGKOMUNIKASIKANNYA.
- KONDISI TERSEBUT DIATAS MENJADI SALAH SATI CLASSICAL CHALLENGES DI ORGANISASI, YAITU LOW TRUST, UNCLEAR PURPOSE, NOT ALLIGNED, UNLEASHED TALENT.
- PARADIGMA BAHWA LEADER YG KEREN KALO GOALS BANYAK, MEMBAWA DAMPAK PERILAKU YG TIDAK FOCUS DAN MEMBAWA HASIL YG MEDIOCRE. DALAM 4DX INI BANYAK PARADOX YNG MENUNTUK KITA UNTUK SHIFTING PARADIGM…TECHNICALLY KITA MENYEBUTNYA COUNTERFEIT BEHAVIOUR.
- WHEN I WAS IN BUSINESS SCHOOLS, THEY THOUGHT STRATEGIC MANAGEMENT, STRATEGIC PLAN AND NOT IN STRATEGIC EXECUTION.
- ITS CHALLENGING TO UNLEARN THINGS THAT WE LEARNED YEARS. SOME CHARACTERISTICS: DENIAL – IGNORANCE INTROSPECTION/SELF-ANALYSIS, ASSESS RISK OF CURRENT BEHAVIOUR. AMBIVALENCE – CONFLICTED EMOTIONS IDENTIFY BARRIERS; PROS-CONS OF BEHAVIOUR CHANGE; CONFIRM READINESS & ABILITY TO CHANGE. EXPERIMENTING WITH SMALL CHANGE WRITE DOWN GOALS; PLAN OF ACTIONS TAKING DIRECT ACTION TOWARD GOALS SEEK SOCIAL SUPPORT; REWARDS SUCCESS. MAINTAINING NEW BEHAVIOUR REWARD YOURSELF DISAPPOINTMENT /FRUSTRATION REAFFIRM YOUR GOALS AND COMMITMENT TO CHANGE; RECOGNIZE BARRIERS OF SUCCESS.
- LEADER CAN VETO BUT NOT DICATE, THIS WILL ALLOW TEAMS TO BE FULLY COMMITTED TO THEIR GOALS & ACCOUNTABLE FOR THEIR RESULTS. IT’S A PROCESS IT MUST BE DONE WITH INTACT TEAMS. IT MUST BE DIRECTLY IMPLEMENTED BY LEADERS THAT ARE CLOSEST TO THE FRONTLINE.
- 4DX CONCEPT IS BASED ON PRINCIPLE OF FOCUS, LEVERAGE, ENGAGEMENT & ACCOUNTABILITY
- THE OBJECTIVE OF THE 4DX PROCESS IS TO TEACH LEADERS HOW TO HELP THEIR TEAM EXECUTE ON THEIR HIGHEST PRIORITIES IN THE MIDST OF THE WHIRLWIND OF THE DAY-TO-DAY, IMPELEMENT THE PROCESS WITH THEIR TEAMS, THEY “OWN THE PROCESS” AT THE DEEPER LEVEL AND THE RESULT ARE OFTEN GROUNDBREAKING. IN THE LONG RUN….ITS BECOMING HABIT DISCIPLINE OF EXECUTION.
- FOCUS ON INITIATIVE/ACTIONS THAT WE CAN INFLUENCE/CONTRIBUTE WHICH LEAD TO REAL ACTIONS/CONTRIBUTION. FOCUS ON THE EXECUTION PROCESS TO ACHIEVE EXPECTED RESULT RATHER THAN STRATEGY (“ONE TIME” AND MOST OF IT NOT IN OUR CONTROL).
- RUTINITAS AKAN MENGGERUS MAKNA/HAKIKAT DARI PEKERJAAN ITU SENDIRI, MISAL: PADA SAAT SAYA MEMFASILITASI WEEKLY MEETING, MENDAPATKAN SATU KARYAWAN MELAKUKAN TUGAS RUTIN ADMINISTRASI (REKONSILIASI YG TIDAK KLOB) DAN BERULANG2 SETIAP BULAN SEPANJANG TAHUN. YBS ASYIK MENGERJAKAN TUGAS TSB TANPA MEMAKNAI REKON YG TIDAK KLOB… PASTI ADA SEBAB KETIDAKCOCOKAN DATA TSB. ALHAMDULILLAH SETELAH DIBANGUN KESADARANNYA BAHWA ADA PROSES YG SALAH, DATA YG TIDAK AKURAT, YBS BERKOLAB DGN BAGIAN2 TERKAIT. SATU DUA BULAN KEMUDIAN, YBS DENGAN HAPPY NYA SHARING DI WEEKLY MEETING BAHWA SEKARANG REKON NY KLOB. SEORANG KARYAWAN YG SUDAH BERTAHUN2 BEKERJA DISUATU KANTOR, BEKERJA SUDAH MENJADI SUATU RUTINITAS, BERANGKAT PAGI PULANG MALAM, PASA SAAT SAYA BERTANYA “KENAPA KAMU DIPEKERJAKAN PADA POSISI TSB? YBS BUTUH LAMA UNTUK MENEMUKAN JAWABANNYA. CONTOH LAIN: SBG MUSLIM SETIAP HARINYA PALING TIDAK MEMBACA SURAT ALFATIHAH 17 X DI SHALAT WAJIB, BAHKAN ADA YG BISA MENCAPAI 40/HARI. SAKING RUTINNYA YBS TIDAK MEMAKNAI SURAT AL-FATIHAH YG AGUNG TSB (MERUPAKAN UMUL KITAB, INTI SARI DR KESELURUHAN ALQURAN 6600 LEBIH AYAT DISARIKAN DALAM 7 AYAT, SUATU EXECUTIVE SUMMARY YG LUAR BIASA), SEHINGGA PADA SAAT SHALAT YBS SAMBIL MELAMUN/MEMIKIRKAN COVID YG TIDAK KUNJUNG BERAKHIR DIA BISA MEMBACA SURAT TSB DGN LANCAR.
- PRINCIPLE: FOCUS
- THE TEAM (ORGANIZATION) MUST IDENTIFY NOT MORE THAN TWO MOST IMPORTANT AND MEANINGFUL GOALS, DESPITE THE WHIRLWIND (ROUTINE JOB)
- SEMISAL KITA SEBUAH TEAM SEPAK BOLA DGN GOAL MEMENANGKAN PERTANDINGAN. STATISTIK PERTANDINGAN: POSSESSION BALL 70%, PASSING ACCURACY 80%, CORNER KICK 15X, SHOOTING TO THE GOAL 10X. HASIL AKHIR 1-1 !! HASIL INI SEOLAH MENAFIKAN ANGKA STATISTIK YG BAGUS DIATAS.
- TALK WITH DATA … SMART ADA START & FINISH LINE
- LAG MEASURES ARE PAST DATA ALIGNMENT IS THE KEY WORD: CASCADING DOWN BIGGER GOALS TO TEAM TO ENSURE ACHIEVEMENT OF SMALLER GOALS SUPPORT THE GREATER OBJECTIVES.
- WIG Company – 1. Increase market share post covid19 by 10% in 2021 2. Maintain Profitability same as PY Rank A M O T FROM X TO Y BY WHEN WIG Commercial Dept: 1. Opening 10 new outlet in strategic locations by January 2021 1 Y Y Y Y MEMBUKA 10 OUTLET BARU, DARI 60 KE 70 DI JAN 2021 2. Newness in products development (design, materials etc) for next seasons by Q3 2020. 4 Y Y N Y 3. Collaboration with key partners (supply – process – market) by end 2020 3 Y Y N Y 4. Redesign 15 stores in key locations by end 2020 2 Y Y Y Y MEREDESIGN 15 OUTLET DI LOKASI STRATEGIS JABODETABEK DI AKHIR 2020 5. Grow online channels by 500% by end 2021 5 Y Y Y Y MENINGKATKAN SALES VALUE ONLINE CHANNEL 500% DI AKHIR 2021
- PRINCIPLE OF LEVERAGE LEAD MEASURES ADALAH THE HIGHEST PREDICTORS OF THE GOALS ACHIEVEMENT 80/20 ACTIVITIES THAT IDENTIFY & CODIFIED INTO INDIVIDUAL ACTIONS AND TRACKED FANATICALLY PARETO PRINCIPLE 20/80…. FOCUS ON 20% OF ACTIVITIES PRODUCE 80% OF THE RESULTS.
- KITA TERBIASA DGN LAG MEASURES, SEYOGYANYA MEMBIASAKAN (MELATIH) JUGA UTK BEKERJA DGN LEAD MEASURES.
- PSBB CASE: WIG 1 – MENEKAN PEMAPARAN COVID19 SEMINIMAL MUNGKIN DI BULAN JULY 2020. WIG 2 – MENANGANI KORBAN COVID19 DGN PELAYANAN MAKSIMUM 24 JAM SEJAK DIIDENTIFIKASI. LM 1 – MELAKUKAN PENGUKURAN SUHU SECARA RUTIN. LM 1 – TRACKING ORANG DGN POTENTIAL TERPAPAR LM 2 – MELAKUKAN CUCI TANGAN, DESIFECTANT, APD, MENCUCI PAKAIN SEGERA SETELAH BEPERGIAN. LM 2 – MENYIAPKAN TENAGA MEDIS YG HANDAL LM 3 - MELAKUKAN SOCIAL & PHYSICAL DISTANCING DGN JARAK 1-2 METER
- PSBB CASE: INSTEAD – GUNAKAN CASE DI SESI WIG. WIG 1 – MENEKAN PEMAPARAN COVID19 SEMINIMAL MUNGKIN DI BULAN JULY 2020. WIG 2 – MENANGANI KORBAN COVID19 DGN PELAYANAN MAKSIMUM 24 JAM SEJAK DIIDENTIFIKASI. LM 1 – MELAKUKAN PENGUKURAN SUHU SECARA RUTIN. LM 1 – TRACKING ORANG DGN POTENTIAL TERPAPAR LM 2 – MELAKUKAN CUCI TANGAN, DESIFECTANT, APD, MENCUCI PAKAIN SEGERA SETELAH BEPERGIAN. LM 2 – MENYIAPKAN TENAGA MEDIS YG HANDAL LM 3 - MELAKUKAN SOCIAL & PHYSICAL DISTANCING DGN JARAK 1-2 METER
- PRINCIPLE OF ENGAGEMENT
- ILUSTRASIKAN JIKA KITA BERMAIN BADMINTON TANPA DIHITUNG SCORE DENGAN DIHITUNG SCORE DISUATU PERTANDINGAN BESAR DAN MEMPEREBUTKAN HADIAH BESAR. APA YANG TERJADI (BAGI PEMAIN & PENONTON) DALAM SUATU PERTANDINGAN SEPAK BOLA TANPA SCOREBOARD?
- THIS IS THE PHASE OF THE EXECUTION WHEN PLAN TURN ONTO REALITY, WHERE EACH OTHERS HOLD ACCOUNTABILITY IN TEAM.