Whether you are creating and leading strategy for your organization or have a role in driving adoption of a strategy there are three, easily avoidable mistakes that many organizations and leaders make: (1) not being clear on intent, (2) not understanding if all leaders are on-board with the strategy, and (3) not predicting and mitigating failure points. In this webinar, Erica Tetuan, Change Management Practice Lead, will explore: A formula to ensure the intent is clear and you know your role in bringing the strategy to life A method for thinking about who needs to be engaged in leading the strategy and how to determine if their support of the strategy and aptitude for leading the change is where you need it to be and how to assess yourself The power of being predictive to be preventative – how to see around corners to make better decisions and plan for things that might go awry

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Frequently Asked Questions

5. 3 Basics of Strategy Execution & Adoption
September, 2019
MBI – GP Strategies Company Confidential

6. Introductions
Erica M. Tetuan
Change Management Practice Lead

7. Agenda
7
• Getting Clear on Intent
• Garnering the Right Support
• Planning for What Might
Go Wrong

8. 8
What are your biggest barriers
when driving strategy adoption?
Poll

9. 9
Getting Clear on Intent
Question: Things to consider when writing answers:
At a high-level, what is the scope of this initiative?
What are we trying to solve? What current or anticipated problems do we have and don’t want?
What do we want but don’t yet have? Why is this solution or set of solutions the right answer
versus other means of getting there? What aspect of the strategy does it support?
What is it?
Why?
Why now?
What if we don’t do this?
What’s changing?
What specifically is the driving factor for doing this now versus a year ago, next year, etc.?
If we continue to do what we’ve always done, what will that lead to? What are the implications of
not taking on this effort now? Will the problem get worse? What opportunity will we miss?
How will the future state differ from the current state (e.g., results, processes, behaviors,
mindsets)?

10. 10
Do you do an excellent job
aligning on strategic intent?
Yes / No
Poll

11. 11
Identify which leaders need to support the initiative
• Think directly and indirectly
– Which business units actually
have to make a change
– Which business units have
to support the change
Assess if those leaders support the change
Assess each leaders’ aptitude for being an engaged
advocate for the change
Ensure each leader whose support you need for
success is on-board and engaged prior to go-live
Garnering the Right Support

12. 12
Sponsorship Alliance Assessment Map
CEO
EVP
Operations
VP
VP
VP
EVP
Technology
VP
VP
EVP HR
VP L&D
VP HRBP
EVP
Finance
VP
EVP Supply
Chain
VP

13. 13
Do you assess and map out your
sponsor alliance?
Yes / No
Poll

14. 14
Predictive Planning
PreMortem1
1Klein, G. (2008). Performing a Project Premortem. IEEE Engineering Management Review, 36(2), 103-104. doi:10.1109/emr.2008.4534313
Process for identifying the causes of failure before they occur
Stakeholder Engagement
Develop and execute mitigation strategies
Pretend the initiative has failed
Generate all of the reasons for failure
Rank them from most likely to occur to least likely to occur
Rank them by level of business impact
Work directly with
end users during
solution design
Ensure the design
solves business,
stakeholder, and
customer
problems
When you
have to take an
unpopular decision
use that data for
an informed
rollout plan
Use social and
emotional
intelligence to
predict points of
resistance

15. 15
Do you engage in tactics to help
predict and mitigate failure
before go-live?
Yes / No
Poll

16. Q&A
16

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17
Erica M. Tetuan
Change Management Practice Lead
etetuan@gpstrategies.com

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