this ppt enables you to understand how to turn a great strategy into great performance in the business world

2. The Strategy to Performance Gap
Companies rarely track performance against long term plan
 Multiyear results rarely meet projections
 Performance bottlenecks are frequently invisible to top management

3. A lot of value in translation
Given the poor quality of financial forecasts in most
strategic plans, it is probably not surprising that
most companies fail to realize their strategies

4. 7 STEPSTO SUCCESS
1. Keep it simple, make it concrete
2. Debate assumptions not forecasts
3. Use vigorous framework, Speak a common language
4. Discuss resource deployments early
5. Clearly identify priorities
6. Continuously monitor performance
7. Reward and develop execution capabilities

5. KEYNOTE ONE
Keep it simple, make it concrete and focus
on what’s most important

6. •Planning maps the blueprint that answers these
three questions:
Where are we today?
Where do we want to go?
How are we going to get there?

7. how do we keep it simple?
Simple is not synonymous for easy, complex is not synonymous for clever
The right objectives
• Generate alignment
• Crystallize the right objectives
• Manage Risk and Uncertainty
• Build high functioning teams

8. keynote 2
Use a Rigorous Framework
• Broad overview, outline which supports a particular approach to a specific
objective and serves as a guide.
• Business Framework is different than Business Model.

9. • A good framework creates an organizational environment in which people
think and act for themselves, yet collaborate to achieve common goals and
objectives.

10. • Goals
• Strategy
• Roles
• Objectives
• Organization and Culture
A framework comprises

11. Prioritize tactics so that employees have a clear sense of where
to direct their efforts.
Keynote 3
Clearly Identify Priorities

12. 1. Collect a list of all tasks
2. Use task lists to manage
responsibilities
3. Understand the difference between
important & urgent
4. Assess values
5. Be flexible and adaptable
6. Team approach

13. Create cross-functional teams drawn from strategy, marketing, and finance to
ensure the assumptions underlying your long term plans reflect both real
economics of your company’s markets and its actual performance relative to
competitors.
Keynote 4

14. Keynote 5
Create more realistic forecasts and more executable plans by discussing up
front the level and timing of critical deployments.

15. Keynote 6
Continuously Monitor Performance
 identify opportunity
 Analyse root cause
 Implement change
 Monitor performance

16. S.A.M.I.E Model:
S - Select
A - Analyse
M -Measure
I - Implement
E - Evaluate

17. Keynote 7
Reward and Execution Capabilities
Strategy Execution.
Leadership roles .
Performance measures.
Information Flow and Key Interfaces.
Decision authority and governance.
Critical skills and capabilities.

18. CONCLUSION
By stressing on above key points leaders in these organizations become:
• confident in their own capabilities
• commitments that inspire and transform large
companies

19. CASE STUDY
Pan Am(The icon that didn’t pan out)
Some Crisis Are too big to recover from:

20. PANAM AT ITS PEAK
• At its peak in the late 1960s and early 1970s, PanAm advertised under the slogan, the
"World's Most Experienced Airline“.
• It carried 6.7 million passengers in 1966, and by 1968, its 150 jets flew to 86 countries on
every continent except for Antarctica.
• During that period, the airline was profitable and its cash reserves totalled $1 billion .
• PanAm also owned the InterContinental Hotel chain

21. Downfall Of Pan Am
• A Public relations failure

22. Some Accidents, Incidents and Reputational
set backs
• On September 6, 1970, two men hijacked Pan Am flight 93, a Boeing 747 en route
from Amsterdam to NewYork.
• On December 17, 1973 five Palestinian terrorists bombed Pan Am flight 110 while
passengers boarded , killing 30 people.
• On July 9, 1982 Clipper Defiance, a Boeing 727 crashed minutes after take-off from New
OrleansAirport in the worst accident in aviation history.All 145 passengers and crew
members perished, as well as eight people on the ground .
• OnAugust 11, 1982 PanAm flight 830, was bombed over the Pacific Ocean killing one
passenger before safely landing in Honolulu.
• PanAm flight 73 : On September 5, 1986 PanAm flight 73, was taken over by hijackers while
on a scheduled stop in Karachi.The flight never departed Karachi, but 20 people were killed

23. Consequences of such accidents :
• The airlines lost basic trust of security in its customers.
• People started associating Pan Am as a major target for terrorists.
• Despite the company’s constant promises of commitment to increasing its airline’s security, the
public was simply not willing to fly with Pan Am anymore.
• Ultimately the company stood helpless to reinforce the diminishing relation with its customers and
people in general.
• After three years of flying with empty seats since Pan Am flight 103 disaster , in 1991 the company
went bankrupt and shut down.

24. Lesson from Pam Am
• Some crisis are too big to recover from. Pan Am handled the Lockerbie disaster
as best as it could, but the decline in public confidence proved too much
leading to ultimately shutting down of the airline.

25. BIBLIOGRAPHY
• Harvard business review
• Case study : https://en.wikipedia.org/wiki/Pan_American_World_Airways
• http://www.businesspundit.com/the-25-worst-business-failures-in-history/
• https://hbr.org/1987/03/knowing-when-to-pull-the-plug