During this time of the year, most companies start thinking about their strategic planning process and what they need to do around this subject. Strategy is about understanding what has happened this past year and what needs to be achieved during the following year. In effect, it is a determination on what has worked well, and what should be improved upon.
In the past, a lot of the strategy was around a five-year business plan or at the very least it is a multi-year approach. But with the current level of disruption and change, I think five-year strategic plans just doesn't exist anymore. Or even if it does, it's likely meaningless or of little value.
When I speak to CEO's and Directors of companies about strategy, I hear this over and over again. It is not so much about strategy, it is the ability of the team to execute the strategy that is making or breaking a successful year. Often there's a complete inability to get the company to move to full execution of the strategy. We know it's easy to sit in a room and talk strategy and determine priorities. But it's another challenge entirely to execute strategy effectively. From what I hear and see, the biggest failure in executing strategy is the inability to get employees fully committed - committed to the strategy and committed to actioning the strategy. It is the commitment to do what you said you were going to do, and to action it.
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
5 Questions To Answer Before Going Into Bed with StartupsYuliya Nesterenko
Let's talk corporate digital transformation! In this SlideShare, you'll get insights into:
☑ Aspects to look at before partnering with startups
☑ Ways to prepare your organization for venture collaboration
☑ Types of startup-corporate collaboration
☑ Cultural / organizational differences
☑ Final checklist aka Reality audit
☑ Data-driven solution
By Catapult | Data-driven Solution for Corporates
https://www.catapult.guru/
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
5 Questions To Answer Before Going Into Bed with StartupsYuliya Nesterenko
Let's talk corporate digital transformation! In this SlideShare, you'll get insights into:
☑ Aspects to look at before partnering with startups
☑ Ways to prepare your organization for venture collaboration
☑ Types of startup-corporate collaboration
☑ Cultural / organizational differences
☑ Final checklist aka Reality audit
☑ Data-driven solution
By Catapult | Data-driven Solution for Corporates
https://www.catapult.guru/
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Innovate HR - Moving your team from Transactional to Strategic HRAnton van der Walt
I recently did a search on the internet, to understand what are the top HR topics that are being researched or looked at by people in the industry. It makes for fascinating reading. Some of the items searched are about building teams through team effectiveness, how to build effective appreciation models for employees, or dealing with bad bosses. Issues such as helping and working with millennials, health care options, and wellness models come up regularly too.
A favorite topic, of course, is whether or not performance review processes are good, or bad or should be implemented or removed. The favorite for me was the one that says, "How to get an employer to fall in love with you!" Well, I think as an HR person, that's probably a bit of a stretch! My guess is that for an HR professional, this is not going to happen easily. Perhaps it is more of a question to get an employer to fully respect you, your position and the things that you are required to do.
But the one thing that is completely missing for me in all these searches is - how does HR add value to the bottom line? What are the impactful things HR can do to move the business forward and help future proof the organization in times of increasing change and uncertainty.
I think, first of all, HR professionals and HR leaders need to take their teams from transactional thinking into strategic thinking. A lot of the times HR people are stuck in transactional work and they rarely have an opportunity to think about strategic HR. Whilst it is undeniable that HR has a seat at the table, the bigger question is – how do you use that seat and innovate HR? Using your seat to add to the bottom line and to add real value to the business. To implement techniques, processes and structure to help the organization think differently, and to come up with innovative and creative ideas and alternatives to move the business forward.
It is when HR professionals move outside of their comfort zone, out of transactional work, into strategic and value add work, that they experience a far more fulfilling and aspirational career. It's almost like being a passenger on a plane and moving from the passenger seat, into the pilot seat. To take control of your HR function and move it forward.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
Strategies for Managing Change - Adetoun Omole (Mrs.)Adetoun Omole
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Innovate HR - Moving your team from Transactional to Strategic HRAnton van der Walt
I recently did a search on the internet, to understand what are the top HR topics that are being researched or looked at by people in the industry. It makes for fascinating reading. Some of the items searched are about building teams through team effectiveness, how to build effective appreciation models for employees, or dealing with bad bosses. Issues such as helping and working with millennials, health care options, and wellness models come up regularly too.
A favorite topic, of course, is whether or not performance review processes are good, or bad or should be implemented or removed. The favorite for me was the one that says, "How to get an employer to fall in love with you!" Well, I think as an HR person, that's probably a bit of a stretch! My guess is that for an HR professional, this is not going to happen easily. Perhaps it is more of a question to get an employer to fully respect you, your position and the things that you are required to do.
But the one thing that is completely missing for me in all these searches is - how does HR add value to the bottom line? What are the impactful things HR can do to move the business forward and help future proof the organization in times of increasing change and uncertainty.
I think, first of all, HR professionals and HR leaders need to take their teams from transactional thinking into strategic thinking. A lot of the times HR people are stuck in transactional work and they rarely have an opportunity to think about strategic HR. Whilst it is undeniable that HR has a seat at the table, the bigger question is – how do you use that seat and innovate HR? Using your seat to add to the bottom line and to add real value to the business. To implement techniques, processes and structure to help the organization think differently, and to come up with innovative and creative ideas and alternatives to move the business forward.
It is when HR professionals move outside of their comfort zone, out of transactional work, into strategic and value add work, that they experience a far more fulfilling and aspirational career. It's almost like being a passenger on a plane and moving from the passenger seat, into the pilot seat. To take control of your HR function and move it forward.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
Sustainability in the Age of Trump: 2017 Sustainability Outlook WebinarLucid
With the changes made by the Trump administration, Lucid, Urjanet, and Cadmus Group discuss the future of the sustainability industry. They present findings from a recent survey of sustainability professionals.
The Intersection of Strategy Activation and Plan Execution: 4 Keys to Change ...Paige Pulaski
Strategy activation is about eliminating the gap between development and execution. A business plan can be great on paper, but without tapping into the human element of an organization to motivate and iterate, execution cannot and will not occur. Strategy activation and focused execution create a continuous cycle of improvement, united by the thousands of feedback points gathered from machine learning data and the eyes, ears and hearts of your organization.
Technology today is enabling forward-thinking leaders to approach change management with a through line from plan-building to results – and the igniting steps in between. The process consists of defining a future state, mobilizing the team and closing skill gaps, using a system to manage hundreds of initiatives and checking in regularly to report on acceleration through massive actions.
In this webinar, Alan Todd of CorpU will discuss what it takes to truly drive transformation and how to master the four keys to change management that give leaders the ability to make proactive, effective decisions.
You will learn how to:
> Support iteration by adapting to frequent changes to keep your strategy dynamic
> Mobilize teams across multiple plans, locations and hundreds of initiatives
> Collect, organize and communicate information for cross-functional transparency
To Sustainability & Beyond... Will Integration Ever Become the New Norm?Amelia Green
After speaking to hundreds of sustainability professionals, senior business managers and industry thought leaders, gauging opinions on what best practice looks like when it comes to structuring sustainability, we have been able to produce this report.
To Sustainability & Beyond... Will Integration Ever Become the New Norm?Amelia Green
After speaking to hundreds of sustainability professionals, senior business managers and industry thought leaders, gauging opinions on what best practice looks like when it comes to structuring sustainability, we have been able to produce this report.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name：Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition：12th Global Edition
author：by Hoffer
ISBN：ISBN 10: 0133544613 / ISBN 13: 9780133544619
type：solution manual
format：word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. 3
INITIATING EXECUTION
Is the overall engagement from the entire team
to develop creative ideas, understand the data,
set priorities and hold the team accountable for
delivery.
In addition, it gives the leadership the
responsibility to provide tools required for
governance and execution
3AVANTON VAN DER WALTantonvanderwalt.com
4. 75% OF CORPORATE
TRANSFORMATIONS FAILS
4
Corporate transformations still have a
miserable success rate, even though
scholars and consultants have significantly
improved our understanding of how they
work. Studies consistently report that about
75% of change efforts flop – either they fail
to deliver the anticipated benefits or they
are abandoned entirely
N. Anand, Jean Louis Barsoux – HBR, Dec 2017
What everyone gets wrong about change management
AVANTON VAN DER WALTantonvanderwalt.com
“
6. 6
BUSINESS REALITY
• Significant cost and market pressure within the business model
• An urgent requirement to deliver results over the short term, and set the
business over the long term
• Biggest barrier to long-term execution is a lack of employee interaction
• Change management has a poor success rate as it typically resides within a few
senior executives, and not spread within the organization
• Executing change management effectively, remains elusive
• Change management and execution often occurs in “silos” within the
organization, and the overall impact is low
• Business models are disrupted by innovation
• Inability to translate strategy into operational mechanisms
• Requirement to develop a culture in the organization that embraces innovation,
risks and commitment – a cohesive high performance delivery culture
Against a background of significant business change, market headwinds,
regional instability, business model disruption and a push to increase market
share, businesses are confronted with a number of realities:
AVANTON VAN DER WALTantonvanderwalt.com
7. IMPACTFUL COMMITTED 60
% Effective
EngagementLEADERSHIP
% Business Metric
ImprovementACTION
PROGRESSIVE ACCOUNTABLE 40
TRADITIONAL STAGNATE 20
ISOLATED SHRINK 0
20
10
0
0
INFLUENTIAL GROWTH 80+ 10X30
ROI
GROWTH THROUGH EXECUTION
AVANTON VAN DER WALTantonvanderwalt.com
8. PROCESS DESIGN FOCUSED
ON:
• Define and set direction
• Define the strategic intent
• Determine high level priorities
• Cross functional accountability
• Actionable outcomes to develop and implement
governance process to deliver priorities
• Enhance team effectiveness
8AVANTON VAN DER WALTantonvanderwalt.com
9. 5 FATAL EXECUTION FLAWS
9
Following a problem to solution and/or action to
recommendation approach
1
2
3
4
5
Lack of robust governance process
Lack of cross functional engagement to drive
commitment and action
Inadequate tools to deliver solutions
Lack of appreciation as to the effort required to
execute the strategy
AVANTON VAN DER WALTantonvanderwalt.com
10. 10AVANTON VAN DER WALTantonvanderwalt.com
In 2016 we asked 80 senior executives from 20 countries and 25
industries where they focus their attention throughout strategic
execution. Their responses overwhelmingly prioritized redefining
organizational structures, realigning decision authorities (governance),
and reinventing processes.
We then asked what, in their experience, were the biggest barriers to
long-term execution — and 76% cited employee interaction. In other
words, people failing to work together to make change happen.
This research confirms that when it comes to strategy execution, there is
a knowing-doing gap. Executives know the barriers to long-term success
are a lack of interaction and collaboration, yet they focus on structure,
authority, and process.
Alison Reynolds, David Lewis - HBR, OCTOBER, 2017
Closing the Strategy-Execution Gap Means Focusing on What Employees Think, Not What They Do
“COLLABORATE
TO
EXECUTE
11. 11AVANTON VAN DER WALTantonvanderwalt.com
THERE ARE TWO REASONS WHY PEOPLE
CHANGE:
THEY EITHER SEE THE LIGHT OR THEY FEEL
THE HEAT
13. 1313AVANTON VAN DER WALTantonvanderwalt.com
But great executives become organization
architects, taking a systemic look at
capabilities — processes, governance, culture,
competencies, technologies — and build them
into the organizational machine expressly
designed for a particular strategy. Research
confirms the importance of this. In successfully
executing companies, 77% effectively translate
their strategy into operational mechanisms and
monitor day-to-day progress.
Ron Carucci, HBR -Nov, 2017
Executives Fail to Execute Strategy Because They’re Too
Internally Focused
“
14. EXECUTION PROCESS IS
FOCUSED ON:
• Spending the time and energy to creatively
identify and drive alternatives
• Collaboration which drives accountability and
responsibility
• Common priorities – act on maximum impact
and high pay-back
• Identification of tools required to deliver
alternatives
1414AVANTON VAN DER WALTantonvanderwalt.com
15. Identify Own Execute
Strategy
Commitment
Plan
Strategy Direction Vision
Gaps Action Decisions
Opportuniti
es
Metrics Priorities
Intent Direction Vision
Gaps Action Decisions
Opportunities Metrics Priorities
TACTICAL
EXECUTION
AVANTON VAN DER WALTantonvanderwalt.com
17. GREAT LEADERS WILL ANSWER THE CALL TO ACTION. THEIR COMMITMENT TO WHAT THEY BELIEVE TO BE TRUE AND OF VALUE
WILL ALWAYS BE IN THE FOREFRONT OF THEIR MINDS, MOTIVATING THEIR ACTION. COMMITMENT REMAINS AN ESSENTIAL
ELEMENT IN ANY SUCCESS STORY.
Strategy Direction Vision
Gaps Action Decisions
Opportuniti
es
Metrics Priorities
AVANTON VAN DER WALTantonvanderwalt.com
GREAT LEADERS WILL ANSWER THE CALL TO ACTION.
THEIR COMMITMENT TO WHAT THEY BELIEVE TO BE TRUE AND
OF VALUE WILL ALWAYS BE IN THE FOREFRONT OF THEIR MINDS,
MOTIVATING THEIR ACTION.
COMMITMENT REMAINS AN ESSENTIAL ELEMENT IN ANY
SUCCESS STORY
19. 191919
ABOUT ANTON VAN DER WALT
I have spent the last 20+ years in HR across the globe in China, Middle East,
South Africa, Europe, Australia, and Thailand. My passion is to help inspire
global leaders. I work with senior executives, managers & aspiring leaders to
understand how to use their impact and influence to grow their business. This is
achieved by creating clarity around innovative engagement that moves
employees from being disengaged, to being committed and excited about
innovation and creativity in the business.
My Services include:
• Keynote speaking at conferences and events.
• Mentoring and executive leadership development for CEOs, C-Suite leaders,
HR directors and executive teams.
• Workshops and Leadership programs for mid to senior leaders globally.
My book, Leadership Through My Lens, combines my two passions: leadership
and photography. Through my images, stories and insights, my book inspires
and encourages professionals on their own journeys through leadership and life.
Are you ready to transform your leadership? Let’s discuss what I can do for you.
AVANTON VAN DER WALTantonvanderwalt.com
