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Overview of Strategy Execution Management - Vision without Execution - The Hampton Group - Jan. 2013

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Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.

Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.

There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.

Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.

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Overview of Strategy Execution Management - Vision without Execution - The Hampton Group - Jan. 2013

  1. 1. Presentation By: 2 Tom WillinghamThe Hampton Group KeyneLink Senior Consultant Strategy Execution Management“Vision without Execution is Hallucination”
  2. 2. What’s the Biggest Challenge FacingOrganizations Today?  More sales  Better profitability  More effective communication  Increased productivity  Better customer service  Improved cash-flow 2
  3. 3. Here’s What We’ve Found! The biggest challenge facing any organization is knowing how to plan and execute while overcoming the daily surprises! Execution is the great unaddressed issue in the business world today! 3
  4. 4. Why is Execution Management soImportant? The Execution Value Gap represents the largest opportunity cost for most organizations. EXECUTION VALUE GAP The lost value between your STRATEGY strategic plan and the actual execution of the plan “64% of business leaders lack confidence in their organization’s ability to close the gap between strategy and execution.” - OnPoint’s Strategy-Execution Gap Study EXECUTION 4
  5. 5. What’s Your Definition ofExecution? OR 5
  6. 6. A Scary Statistic  Only 17% of company strategies get fully implemented.  83% fail at implementing their strategic plans successfully. 6
  7. 7. The Reasons are Three-Fold1. Corporate Culture - Strategy Execution not a core competency2. Past Habits - People like comfort of existing routine3. Not trained - Lack systems-thinking to pull together strategy, planning, organizational alignment, execution management, and measurement 7
  8. 8. An Important Question! “How do I build an organization that consistently executes its strategy year-after-year?” 8
  9. 9. Our Answer = A Complete Program A Repeatable Methodology An Execution System Organizational Learning Accountability Coaching Strategy Execution as a core competency 9
  10. 10. Change Transformation Execution happens at an individual level. Change is Hard! Only 8% of New Year’s Resolutions get achieved. In “change or die” situations only 11% of people make the change. 10
  11. 11. Why is Change Hard?Rider vs. Elephant: Who is in control?Rider = Elephant =Rational EmotionalSide Side 11
  12. 12. Why is Change Hard? Rational Mind vs. Emotional Mind 1.What looks like resistance is often lack of clarity. 2.What looks like laziness is often exhaustion. 3.What looks like a people problem is often a situation problem. Switch: How to Change Things When Change is Hard By Chip and Dan Heath 12
  13. 13. Change Transformation Pattern Successful change follows a pattern. 1. Direct the Rider – Provide clear direction. 2. Motivate the Elephant – Create ample motivation. 3. Shape the Path – Establish a supportive environment. Switch: How to Change Things When Change is Hard By Chip and Dan Heath 13
  14. 14. Change Transformation RequiresLeadership“Only three things happen naturally in organizations: Friction, confusion, and underperformance. Everything else requires leadership.” - Peter Drucker 14
  15. 15. The Solution is the System Without a system you’re playing Russian-roulette with the results! I’ve chosen to use the KeyneLink Strategy Execution Management system. (www.keyneinsight.com) The more complex the organization the simpler the solution. 15
  16. 16. Our Definition Strategy Execution Management is the process of clarifying, deploying and achieving organizational initiatives. 16
  17. 17. Strategy Execution Model Execution ManagementStrategy StrategyImplementation Development Bridging the Gap 17
  18. 18. Typical Strategic Planning ProcessOrganizational Defining Futuring StrategyLevel Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives 18
  19. 19. Traditional Performance Management Process Organizational Defining Futuring Strategy Level Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives Individual Level Traditional Maintains Performance Management/ Growth Appraisal Process Focus On Employee Development Disconnection between Organization and Individual Review meetings every 6-12 months 19
  20. 20. Strategy Execution Management Process Organizational Defining Futuring Strategy Level Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives Individual Level Execution Management Process Align Goals & Tasks Organizational Initiatives linked to Individual Goals Focus On Achievement Of Key Initiatives Monitor Progress & Make Adjustments Progress Meetings every 1-2 monthsAccelerates Score Goals & Rate Initiative Growth 20
  21. 21. The KeyneLink Process The KeyneLink Process follows the pattern of change. Provides clear direction, ample motivation and a concise path. Part process, part software, part roadmap. 21
  22. 22. Pillars of Execution Management Execution Management requires two things: 1. Actionable intelligence on initiatives. 2. The management/leadership structure and processes to manage execution at an individual level. 22
  23. 23. The KeyneLink Process 1. Foundation Data  Mission  Vision  Core Values  Initiatives  Paints a Clear Picture of the Target. 23
  24. 24. The KeyneLink Process2. Performance Agreements Defines success for Individual2. Progress Meetings3. Reports4. Quarterly Leadership Team Meetings 24
  25. 25. What would it mean to……. Employees Customers Shareholders Expansion Plans Your Brand 25
  26. 26. 26
  27. 27. Case Study:Responsibilities vs. Goals Two type of Activities in organizations  Functional Day-to-Day  Improving organization & moving forward Primary Job Responsibilities  What are you Accountable for on an ongoing basis? Goals  Above and beyond normal job and link to Initiatives 27
  28. 28. Case Study:Defining ResponsibilitiesSample Customer Service Representative  Originally submitted as:  “Answer and return customer calls”  “Assist in the entry of orders when required”  Better written as:  “Provide an outstanding Customer Experience”  “Ensure timely entry of sales orders”  What are you accountable for?  ... not what you do 28
  29. 29. Case Study: Writing Goals Originally submitted as:  “Keep Accounts Receivable below 90 days”  “Implement plan to increase Outside Sales” Better written as:  Not a Goal...actually a Responsibility  “Outside Sales have increased 15% - 22% YOY” How will you know when you succeeded? 29
  30. 30. “Vision without Execution is Hallucination!”For more information about Strategy Execution Management Powered byor a KeyneLink demo, contact: Tom Willingham Keyne Insight, Inc. www.thampton.com ⧫ (562) 673-9950 ⧫ tomw@thampton.com

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