The document discusses strategy execution. It states that execution is integral to strategy and requires understanding business, people, and environment. The leader is responsible for making execution happen through deep involvement. Three building blocks of execution are identified: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right jobs. The leader's behaviors include knowing the business, insisting on realism, setting goals, following through, rewarding performance, coaching, and self-awareness. An execution culture is created by clearly communicating goals and results and linking rewards to performance. The core processes of execution are the strategy, people, and operational processes.

1. “A poor strategy executed well is
always better than a great strategy
executed poorly.” — Michael Porter

2. What’s in it for me
•Understanding the importance of
execution.
•Knowing how leaders drive
execution.
•Mapping key steps in successful
strategy execution.

3. Index
•Introduction
•Three building blocks of Execution.
•Core process of Execution

5. The Longest Rope
1. Leaders Please – Nominate yourself to be
a group leader.
2. Choose Wisely – Pick your team.
3. Action – Using anything that members of the
group possess, form a rope.
4. Winner Winner – The team with the longest rope that
can be held by two people of the team wins

6. Execution is a discipline, and
integral part to strategy
No worthwhile strategy can be planned
without taking into account the
organization’s ability to execute it

7. Execution
Execution requires a comprehensive understanding
of a business, its people and its environment – and
the leader is only person in a position to achieve that
understanding
Only the leader can make execution happen, through
his/her deep personal involvement in the substance
and even the details of execution

8. Execution must be a core element of an
organization’s culture
Execution has to be embedded in the reward systems and in the
norms of behavior that everyone practices.

9. Three
Building Blocks of
Execution

10. Building Block One: The Leader’s
Seven Essential Behaviors
Building Block Two: Creating Execution Culture
Building Block Three: The Job No
Leader Should Delegate – Having
the Right People in the Right Place

11. Building Block One:
The Leader’s Seven
Essential Behaviors
1. Know Your People and Business.
Leaders have to live their business. In companies that
don’t execute, the leaders are usually out of touch with
the day-to-day realities.

12. Building Block One:
The Leader’s Seven
Essential Behaviors
2. Insist on Realism
• Realism is the heart of execution, but many organizations
are full of people who are trying to avoid or shade reality
• Start by being realistic yourself. Then make sure realism is
the goal of all dialogues in the organization

13. Building Block One:
The Leader’s Seven
Essential Behaviors
3. Set Clear Goals and Priorities
• Leaders who execute focus on a very few clear
priorities that everyone can grasp
• Focusing on three of four priorities will produce the
best results for the resources at hand

14. Building Block One:
The Leader’s Seven
Essential Behaviors
4. Follow Through
• Clear, simple goals don’t mean much if nobody takes
them seriously
• The failure to follow through is widespread in
business, and a major cause of poor execution

15. Building Block One:
The Leader’s Seven
Essential Behaviors
5. Reward the Doers
• If you want people to produce specific results, you reward
them accordingly.
• This fact seems so obvious, yet many corporation do such
a poor job of linking rewards to performance that there’s
little correlation at all.

16. Building Block One:
The Leader’s Seven
Essential Behaviors
6. Expand People’s Capabilities via Coaching
• As a leader, you’ve acquired a lot of knowledge and
experience – even wisdom – along the way. Your job is passing
it on the next generation of leaders.
• This is how you expand the capabilities of everyone else in
your organization, collectively and individually.

17. Building Block One:
The Leader’s Seven
Essential Behaviors
7. Know Yourself
Without emotional fortitude, you can’t be honest with
yourself, deal honestly with business and organizational
realities, or give people forthright assessments.

18. Building Block Two:
Creating Execution
Culture
The basic premise is
simple:
Culture change gets real
when your aim is
execution.

19. Building Block Two:
Creating Execution
Culture
You don’t need a lot of
complex theory or
employee surveys to use
this approach.
You just need to change
people’s behavior so that
they produce results.

20. Building Block Two:
Creating Execution
Culture
First, you tell people clearly what
results you’re looking for.

21. Building Block Two:
Creating Execution
Culture
Then discuss how to get those
results, as a key element of the
coaching process.

22. Building Block Two:
Creating Execution
Culture
Then you reward people for producing the results. If they
come up short, you provide additional coaching, withdraw
rewards, give other jobs, or let them go.
When you do these things consistently, you create a
culture of getting things done!

23. Building Block
Three: The Job No
Leader Should
Delegate – Having
the Right People in
the Right Place
Why the Right People Aren’t in the Right Jobs?

24. • The leaders may not know enough
about the people they’re appointing
• The leaders may pick people with
whom they’re comfortable
(psychological comfort), rather than
others who have better skills for the
job
• The leaders may not have the
courage to discriminate strong and
weak performers and take the
necessary actions.

25. The leaders aren’t
personally committed to
the people process and
deeply engaged in it !!

26. The execution-
oriented leader
devoted an inordinate
amount of time and
emotional energy to
hiring, providing the
right experiences for,
and developing
leaders.

27. Core Process of
Execution

28. • Strategy Process
• People Process
• Operational Process
Core Process of Execution

29. Strategy
Process
Defines where a
business wants
to go

30. • What is the assessment of the external environment?
• How well do you understand the existing customers and
markets?
• What are the critical issues facing the business?
• What is the best way to grow business profitably?
• Can the business execute the strategy?
• What are the important milestones for executing the
plan?
• A strong strategic plan must address the
following questions:

31. Strategy Execution Review Questions
• How strong is the organizational capability to
execute the strategy?
• Is the plan scattered or sharply focused?
• Are the linkages with people and operations
clear?

32. People Process
Defines who’s
going to get it
there

33. A robust people process provides a
powerful framework for
determining the organization’s
talent needs over time, and for
planning action that will meet
those needs.

34. Robust People Process based on the following
building blocks:
• Linking to strategic plan and business results
• Developing the leadership pipeline though
continuous improvement, succession depth, and
reducing retention risk
• Deciding what to do about non-performers

35. Operation
Process provides
the path for
those people.

36. A robust operation process
focuses on an operating plan
that links strategy and people
to results.

37. `
Operating plan includes the
programs your business is going to
complete within one year to reach
the desired levels of such
objectives as earnings, sales,
margins, and cash flow.