Implementation in a period of great turbulence or tansformation is difficult and fraught with difficulty. This presentation provides some advice.

1. Implementation
Creating and Presenting Strategic Plans
Part 2

2. Creating and Presenting Strategic Plans
Major Break: Strategic Discontinuity

3. 1. Urgency
Major Strategic Change: 8 Steps for Success
2. The guiding coalition
3. Develop vision & strategy
4. Communicating the vision
5. Empowering all
6. Short term wins
7. Consolidate and drive
8. Institutionalise change in culture
John Kotter, Harvard Business School.

4. •Discuss crises and opportunities
1. Urgency
•Examine market and competition

5. •Getting them to work together
2. The Guiding Coalition
•Group with enough power

6. •Strategies to achieve vision
3.Vision and Strategy
•Vision to direct change effort

7. Corporate visionsv
vvvvv Personal visions
vvv Divisional visions
vvvv Departmental visions
Vision: Shared at all Levels

8. •Role modelling behaviour by coalition
•Use all vehicles
4.Communicating

9. Group with enough power
Getting them to work together
•Get rid of blockers
•Change undermining systems
•Encourage risk, non traditional ideas and actions
5. Empowering

10. •Visible performance improvements
•Visibly recognising and rewarding
•Creating wins
6. Short-Term Wins

11. Time (1 Year)
Relative
Product
Quality
High
Low
Project 2:
Promotion
material
Project 3:
Telephone
answering
Project 1:
Product
quality drive
Project 5:
After sales
service
Project 4:
Promotion
campaign
6.Short-Term Wins

12. Group with enough power
Getting them to work together
•Reinvigorate – new projects
•Use gained credibility to change impediments
•No victory declaration too soon
•Hire and promote doers
7.Consolidating and Building

13. •Customer and productivity orientated behaviour
8. Institutionalising Change
•Praising new behaviour and success
•Succession

14. 1. Urgency
Major Strategic Change: 8 Steps for Success
2. The guiding coalition
3. Develop vision & strategy
4. Communicating the vision
5. Empowering all
6. Short term wins
7. Consolidate and drive
8. Institutionalise change in culture

15. 75-80% Leadership
20-25% Management
Not the other way around
The Winning Process

16. Group with enough power
Getting them to work together
Duck, J., Lessons from my Three Decades with the Change Monster,
Perspectives, The Boston Consulting Group, 2008.
•Be bold.
•Be utterly obvious.
•Be careful what you promise.
•Make commitments stick.
•Forget happy and create attitudes to winning.
•Take culture seriously and work on it explicitly.
•Be responsible and stay responsible - don’t delegate.
•Stay connected - ambassadorial core.
•Provide interpretation - prevent speculative vacuums.
•Celebrate the accomplishments along the way.
Leading Strategic Change

17. Group with enough power
Getting them to work together
Ducasse, P. and Lutz, T., Assuming leadership: The First 100 days, Perspectives, The Boston Consulting Group, 2003
1. Assess the leadership team: changes within first 30 days.
2. Communicate the vision.
3. Meet ten salespeople ‘What the company should do?’
4. Meet ten major customers.
5. Pay attention to personal habits.
6. In turnaround stop all discretionary spending until priorities determined.
7. Learn how the business creates profitability through:
• leverage points and
• simple reporting metrics.
8. Act on the balance sheet problems.
9. Detect hidden threats and opportunities and apply Band-Aids.
10. Board expectations: follow a master communications plan
Experiences of Leading Strategic Change

18. Group with enough power
Getting them to work together
The End