Association Hunger Games: Will it be Victory or Defeat?
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Donna Oser, CAE and Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation during the Michigan Society of Association Executive’s annual meeting on Wednesday, July 9, 2014, at the Amway Grand Plaza Hotel in Grand Rapids, Mich.
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Association Hunger Games: Will it be Victory or Defeat?
- 1. Welcome!
- 2. Overview of Session The Case for Execution Framework for Execution Case Studies Group Sharing Debrief
- 3. "Companies typically realize only about 60% of their strategy's potential value because of defects and breakdowns in planning and execution." Harvard Business Review, 2005
- 4. What we PLAN to do… What actually GETS DONE… Lost opportunity and revenue The Execution Gap
- 5. What’s At Risk? Operational: • Production • Finances Organizational: • Efficiency • Culture • ReputationPersonal: • Credibility • Supporters • Job
- 6. "82% of Fortune 500 CEOs feel their organization did an effective job of strategic planning. Only 14% of the same CEOs indicated their organization did an effective job of implementing the strategy." Forbes Magazine, 2011
- 7. CaseStudy Read the Membership Case Study on page 1 of your handout. As we walk through the Framework, be prepared to identify issues that could impede execution.
- 9. "Execution is a minefield… Agendas compete. Priorities clash. Decisions stall. Communication breaks down. Timelines get blown. It’s never a question of IF these problems will happen; it’s a question of WHEN and to WHAT DEGREE.” HBR Blog, 2013
- 10. Scan Assess strategy/plan based upon recent performance Conduct a SWOT analysis Assess competitive strengths and identify weaknesses Determine the issues that need to be addressed based upon findings
- 11. SStrengths InternalOrigin (attributesoftheassociation) ExternalOrigin (attributesoftheenvironment) Helpful To achieving the objective Harmful To achieving the objective WWeaknesses O TOpportunities Threats Scan
- 12. Rivalry among competitors Threat of substitutions Potential new entrants Power of suppliers Power of buyers Porter’s Competitive Forces Scan
- 13. CaseStudy Can we identify any areas of potential breakdowns related to scanning? Check Point
- 14. Plan What needs to be done? Who needs to do it? By when? With what resources?
- 15. CaseStudy Can we identify any areas of potential breakdowns related to planning? Check Point
- 16. Ensure leadership knows the plan. Schedule key check points. Invite input from colleagues. Be on the look out for barriers. Help colleagues prioritize. Implement Monitor the plan…obsessively.
- 17. CaseStudy Can we identify any areas of potential breakdowns related to implementation? Check Point
- 18. Communicate Articulate specific actions needed and desired outcomes. Check-in frequently for questions and progress. Ask questions about process, workflow, unexpected issues. Share progress, challenges and successes along the way.
- 19. CaseStudy Can we identify any areas of potential breakdowns related to communication? Check Point
- 20. Progress towards goals/metrics Performance against the plan Feedback from colleagues Feedback from stakeholders ‘Done wells’, the ‘Do betters’ and even the ‘Don’t dos’ Play-by-Play Replay Evaluate
- 21. Lack of detailed planning Expectations not clearly stated Poor communication/coordination Lack of accountability Poor prioritization Common Pitfalls Evaluate
- 22. CaseStudy Can we identify any areas of potential breakdowns related to evaluation? Check Point
- 23. CaseStudy Find a buddy. Read the Meetings Case Study. Discuss w/ your buddy. Identify 3 breakdowns.
- 25. May the odds be ever in your favor!
- 26. Review of Session The Case for Execution Framework for Execution Case Studies Group Sharing Debrief
Editor's Notes
- I was thinking it may be fun to start with one of us out of the room, calling the other on the phone with the speaker on. The script would look like this: Donna: Hi! Welcome to our session. [Phone rings] Oh, just one second – I need to take this. Hello? Aaron: Hi, Donna. This is Aaron. I was just calling to make sure that we’re still on track to get our program promotions out. Have you encountered any issues that will prevent us from meeting our timeline? Donna: Um, well not really. You know how it is, we’re just so busy. Aaron: I sure do. That’s why I’m grateful that you appreciate how important it is for us to stick to the plan. Do you have any questions? Donna: No…oh wait. Did you want that marketing email to go to all members or a specific segment? Aaron: Well, let’s see. This email is targeted towards members who need CEUs for their certification so it should go to that list. Anything else? Donna: No, now it’s just a matter of me getting the proof to you and setting it up for distribution. Aaron: Great! I’ll look forward to seeing that by noon tomorrow. …then you enter and we connect our role play to what execution may look like….
- [Click to reveal each bullet point.]
- [Invite participant to read quote.]
- Let’s take a minute to get a visual of what that execution gap looks like. [Click-thru animations to emphasize the execution gap.] Imagine our potential if we improved our execution by just 50%!
- There’s a lot at risk with poor execution. [Talk through the slide.] Can anyone think of additional risks?
- [Invite participant to read quote.]
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + Read the case study + Make up data, as needed
- This is a simplistic, non-linear framework for implementation planning and execution. You may already have your own – we hope you do. But our intention here today is to help you think more deeply about that – and possibly identify areas where it could be improved. The only thing that matters is the tool you use WORK FOR YOU and your team! [Click once to begin animation.]
- Read this quote to yourself. Who would like to share what really stands out for them? [Click thru to share the points emphasized in orange.]
- In many ways, scanning is the key to excellent execution. After all it’s difficult to correct implementation issues if we haven’t identified them, right?
- Even conducting a simple SWOT analysis when freshening up your conference plan can really improve your implementation. [Click through to emphasize S – W – O – T and then Internal – External – Helpful – Harmful.]
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + In the case of an exec who prides himself on good instincts, he’s not likely to collect the data. Someone on the team should do that. + Knowing there were some changes (from print to online), what are your open rates? What’s your penetration? How does your membership want to receive information?
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + Several staff members are new and inexperienced. It’s important that the plan and expectations are clearly communicated. + This is an organization with no documented business processed. So, everything needs to be considered (e.g., sending an email).
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + Just because you’ve developed a plan, it doesn’t mean that everyone knows what’s the priority. Just because the exec is focused on something one day, priorities may change the next.
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + Regular check-ins + Can’t make any presumptions with new staff + Dashboard
- Here are some common areas where we’ve noted things can go wrong. [Click once to initiate animation.]
- [Talk participants through slide.] We’ll provide an example and then ask for additional issues from you. + Member satisfaction survey, staff autopsy of the plan
- [Review each bullet point and move to ORID.] O – What are some of the things we discussed today? O- What really stood out for you? R – What seems most critical to you? R – What parts of this were exciting to you? I – When you return to work: What changes will you make to how you execute? What other things will you consider or look into? D – What other ideas has this session generated for you?