Improve the perception of your organization: Create organizational alignment with corporate strategy Establish and communicate business goals and metrics Understand and close barriers to execution Corporate University Summit Presentation May 2007

1. The Measurement Mandate
Christine C. Troianello
Director, Information Products and Training

2. Objectives
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
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3. What Causes Strategy Failure?
The execution gap is the great unaddressed issue in the
business world today
—Larry Bossidy & Ram Charan,
Execution: The Discipline of Getting Things Done
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4. Does Alignment Matter?
Companies with Strong Alignment Return 4 Times More to
Shareholders
25%
20%
15%
Total Return to
10% Shareholders
1999-2001
5%
0%
Weak Strong
Alignment Alignment
Source: Watson Wyatt study of 12,750 US Workers in 2002
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5. Barriers to Execution
Clarity Do people know what’s most
important?
Commitment Have they embraced the organization’s
most critical goals?
Translation to Action Do they know what they must do to achieve
the goals?
Does the organization make it easy for
Enabling workers to achieve the goals?
Is the organization working effectively
Synergy
together to achieve goals?
Accountability Is everyone accountable to their peers to
achieve the goals?
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6. The 4 Breakdowns
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7. Execution Happens on 3 Levels
 Individual goal clarity
 Engagement/commitment
Individual  Personal planning discipline
 Responsibility for results
 Time spent on key priorities
 Success measures
 Team planning
Team  Communications
 Trust
 Accountability
 Focus on key priorities
 Purpose & Strategy
 Line of sight to goals
Organization  Collaboration
 Values
 Systems
 Leadership
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8. Line of Sight
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9. Line of Sight—Example
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10. Draft Team WIG Flowchart—Example
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11. Cross-Industry Perspective
Comm/ Finan- Tech Tele-
Media cial Pharma Svs. Com
Clarity 63 57 68 72 56 63
Commitment 65 62 67 69 60 63
Translate to Action 60 56 62 66 55 59
Enabling 58 53 64 59 52 56
Synergy 53 47 58 56 47 51
Accountability 55 51 59 63 53 57
Overall Score 59 54 63 64 53 58
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12. Why Change?
 Background:
 ~550 learning leaders and managers, instructional designers and
developers, technical writers and instructors globally
 Supported corporate-wide audiences both: sales, customer and
services training and technical publications
 Organizational Culture and Climate
 Lacked leadership, ―old school‖, individualistic, silo’d,
noncollaborative
 Unresponsive, complex, ―hard to do business with‖
 Growing quality issues, internally focused, expensive
 Low morale, continued downsizing, survivor mentality
 Not viewed as value added and considered for outsourcing
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13. All Rights Reserved © Alcatel-Lucent 2006, #####

14. 2004-2005 Results
Situation Results  Solution
“Fuzzy” strategy to goals translation Unclear direction Strengthen alignment using goal
cascade process
Associates were not highly energized Poor Improved “line of sight” from
by organizational direction commitment organization, to team, to individual
Too many priorities Confusion, Prioritized and focused on Wildly
burnout Important Goals
Poor cross-functional collaboration Poor teamwork, Created shared goals and
and team-to-team communications Infighting implemented team to team
accountability
Gaps between Mgmt and Associate Low Increased communication to
perceptions accountability frontline management and drove
accountability to all levels
Lost momentum Missed Created and aligned leading
deliverables measures at all levels
Implemented weekly/monthly
tracking meetings
Measured progress with xQ survey
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15. Create and Measure Metrics that Matter
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16. xQ Scores Reflect Changes Over Time
xQ1 xQ2 xQ3 xQ1 xQ2 xQ3
Clarity 61 79 78 50 70 71
Commitment 55 71 73 Organiza-
Overall
tion
Translation 57 76 77 xQ Score:
Level
into Action xQ1: 54
xQ2: 72 50 72 73
Team
Enabling 48 64 65 xQ3: 73
Level
Synergy 47 68 70 63 75 76
Individual
Level
Account- 56 75 75
ability
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17. Changes in Behaviors Show Results!
Measurement Target Result Status
Reduce Unit Cost 10% 11%
Work Reduction Savings $2.2M $2.6M
Globalization Savings $1.5M $1.7M
Customer AR Responsiveness 80% 100%
IP Timeliness 95% 98%
Documentation IP Quality 7.75 7.75
Voice of Customer- Relevant 8.13 8.29
information for enhancing
job performance
Documentation Student Instructor Led – 89.2% Instructor Led – 89.2%
Satisfaction Virtual Classroom – Virtual Classroom –
79.6% 86.2%
Alternate Delivery – Alternate Delivery –
73.6% 75.4%
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18. Lessons Learned
Focus – The more narrow the focus, the greater chance of achieving goals
Keep score – Identify key metrics and track progress visually
Action plans – ―Real strategy‖ is what people do on a daily basis
Behavior Changes – Change the way you do things
Commitment – Ensure commitment from all levels
Accountability – All levels needed to be held accountable
Implementation – Drive weekly meetings to ―clear the path‖
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19. Thank You !
Thanks for coming today.
Any questions?
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