1. Good strategy requires effective execution to succeed. A strategy without execution is not a true strategy. 2. For a business strategy to be executed, it must be integrated with an aligned HR strategy. If it is not, there will be gaps in who is responsible for execution. 3. HR needs transparency into business goals and metrics, a personal approach to employees, and analytical capabilities. Modern IT systems are essential to enabling this. 4. Ultimately, business strategy execution is the responsibility of company leaders, no matter how good the strategy or IT support. HR and technology can help but leaders must drive results.

1. Getting things done
Business Execution
Teja Breznik Alfirev
S&T Slovenija d.d.

2. Content
1 New reality
2 Execution Gap
3 HR management...or just management
4 Example
5 Why IT is important?

3. NEW REALITY
Pressures and demands
Ability to implement Employee satisfaction for
changes FAST higher profitability
Innovation for competitive
Efficient cost management
advantages
Business demands
Useful technology with
Quality of services
value add
COMPANY
Low buying power of
Economic crises
customers
External factors
Strong competition,
Loss of customers
saturation of the markets
Demografic and cultural
Reduction of employees
changes

4. NEW REALITY
Yesterday – Today – Tomorrow
PAST PRESENT FUTURE
Cheap workforce Advertising Innovation
KSF
Conveyor Development of Customer focus
tehnology
Use of natural
W H AT
Tehnology
resources People
Marketing
Mass manufacturing
Engagement and
HOW
Workforce Capital people‘s
performance

5. “A really great talent finds its
happiness in execution.”
Johann Wolfgang von Goethe

6. EXECUTION GAP
Why is there a gap?
STRATEGY EXECUTION GAP EXECUTION
Reasons :*
Only 15% of employees were able to
WHAT AND identify their company’s goals and
RESULTS
HOW priorities.
Only 19% bought into those goals and
took ownership of them.
Only 49% of people’s time was spent
on company goals (the rest was spent
on urgent distractions).
51% of the employees didn’t
understand what they were supposed
to do in their own positions to
accomplish the company goals.
* Harris Polling Group study

7. EXECUTION GAP
Why is there a gap?
EXECUTION
LEADERSHIP EMPLOYEE
STRATEGY VISION ACTIONS RESULTS
LEADERSHIP
EXECUTION GAP

8. EXECUTION GAP
How to bridge the execution gap?
4 DISCIPLINES*
Discipline 1 : The discipline of FOCUS
Discipline 2: The discipline of LEVERAGE
Discipline 3: The discipline of ENGAGEMENT
Discipline 4: The discipline of ACCOUNTABILITY
• Sean Covey, Jim Huling and Chris McChesney:
,The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

9. “The final test of a leader is that he
leaves behind him in other men
conviction and the will to carry on.”
Walter Lipmman

10. HR MANAGEMENT...OR JUST MANAGEMENT
The role of HRM
ENSURE
EMPLOYER MASTERING DEVELOPING
LEARNING
BRANDING TECHNOLOGY LEADERSHIP
ENVIRONMENT
TO ATTRACT TO ASSURE TO REDUCE TO PROVIDE
& RETAIN CONSTANT TIME SPENT APPROPRIATE
TALENT AND LEARNING ON ROUTINE TOOLS AND
BUILD RIGHT & ON TIME TASKS & TO ENV. TO THE
ORG. CULTURE KNOWLEDGE CREATE LEADERS
DEV. TRANSPARENT
ENV.
The ultimate goal of HR is a
successful execution of business strategy

11. “It has long since come to my attention
that people of accomplishment rarely sat
back and let things happen to them. They
went out and happened to things.”
Elinor Smith

12. EXAMPLE
So how it goes?
VISION&MISSION • Why do we exist?
• What do we want to change?
GOALS
• What do we want to accomplish and
when?
STRATEGY & KPI‘S • How will we accomplish our goals?
• How will we know at any time where we
are?
DESIRED
BEHAVIOURS/HR • Who, when and why should accomplish
STRATEGY
the goals?

13. EXAMPLE
CASE – Vision & Mission
BUSINESS BUSINESS PEOPLE &
VISION & MISSION
STRATEGY STRATEGY KPIs HR STRATEGY
COMPANY:
SOFTWARE COMPANY IN THE MATURE MARKET
VISION:
We will become leader in the area of ebusiness in our
strategic markets
MISSION:
Through technology, business knowledge and in strong
partnership with our customers we will amplify our
customer‘s competitive advantages and extend their
business

14. EXAMPLE
CASE – Business goals and strategy
BUSINESS BUSINESS PEOPLE &
VISION & MISSION
STRATEGY STRATEGY KPIs HR STRATEGY
WHAT
WHY
HOW

15. EXAMPLE
CASE – Key performance indicators
BUSINESS BUSINESS PEOPLE &
VISION & MISSION
STRATEGY STRATEGY KPIs HR STRATEGY
BUSINESS OBJECTIVES LEADERS IN DIVERSIFY REVENUE PREDICTABLE
KEY SUCCESS FACTORS STRATEGIC MARKET STREAM PROFITABILITY
CUSTOMER CUSTOMERS WITH MANAGING
INTIMACY REVENUE RETENTION MORE THAN ONE BU CUSTOMERS
RATE REVENUE GoToMarket
OPERATIONAL CUSTOMERS TIME FIXING
EXCELLENCE EMPLOYEE VALUE
UPTIME BUGS
ADD
E-BUSINESS SOLUTION NEW SOLUTIONS
LEADERSHIP STRATEGIC NEW
PROFIT
COMPETENCIES SOLUTIONS
CONTRIBUTION

16. EXAMPLE
CASE – Desired behaviours / HR strategy
BUSINESS BUSINESS PEOPLE &
VISION & MISSION
STRATEGY STRATEGY KPIs HR STRATEGY
FINANCIAL
PERSPECTIVE REVENUE
EMPLOYEE PROFIT
What are our most VALUE ADD GROWTH GROWTH
important financial
outcomes? CUSTOMER INTIMACY, OPERATIONAL EXCELLENCE, PRODUCT LEADERSHIP
CUSTOMER
LINE MANAGERS BOARD CUSTOMERS
PERSPECTIVE
EMPLOYEES Enhance HR data Enhance impact HR Assure knowledge &
How should we Improve engagement availability
appear to metrics available quality
Hire TOP talents Improve Strenghten relationships
customers? competencies
INTERNAL ATTRACT & RETAIN TALENT BUILD INNOVATIVE&CUSTOMER BUILD ORG.READINESS
PROCESSES
PERSPECTIVE Employer FOCUSED ORG.CULTURE
Implement Competency
At what do we need branding based
Competency Perfomance competency Leadership
to excel to fulfill strategy development
based based comp. model dev.program
customer Implement
expectations? Internal& recruting Succession
management
External planning for
by objectives
comm.pr. key positions
LEARNING & DEVELOP HR COMPETENCIES IMPLEMENT PROCESSES TRANSPARENCY & OPTIMIZATION
GROWTH Develop
PERSPECTIVE
business Setup HR Outsource
Implement
How will we sustain competencies reporting HR admin
IT system
our ability to within HR team system
improve?

17. “It's not a faith in technology.
It's faith in people.”
Steve Jobs

18. W H Y D O W E N E E D I T
Doing things right & doing the right things
EMPLOYEE INNOVATION LEADERSHIP
CHANGE
ENGAGEMENT MANAGEMENT DEVELOPMENT
MANAGEMENT
MANAGEMENT
HR REPORTING
PERFORMANCE LEARNING &
RECRUITING COMPENSATION
MANAGEMENT DEVELOPMENT
HEALTH &
LEGAL PAYROLL HR ADMIN
SAFETY
HR IT SYSTEM

19. W H Y D O W E N E E D I T
Doing things right & doing the right things
EMPLOYEE INNOVATION LEADERSHIP
CHANGE
HR impact – to what extent have HR
ENGAGEMENT
MANAGEMENT activitiesMANAGEMENT business needs?
met strategic DEVELOPMENT
MANAGEMENT
HR REPORTING
PERFORMANCE LEARNING &
RECRUITING
HR effectiveness – to what extent is the HR function ‘doing the right things’?
COMPENSATION
MANAGEMENT DEVELOPMENT
HEALTH &
LEGAL efficiency – to what extent is the HR function
HR PAYROLL ‘doing thingsHR ADMIN
right’?
SAFETY
HR IT SYSTEM

20. “All truths are easy to understand once they are
discovered; the point is to discover them.”
Galileo Galilei

21. Summary
1 Good strategy with bad execution doesn‘t exist. Strategy without
execution it's not a strategy!
2 If Business Strategy does not integrate HR strategy, who is
suppose to execute it?
3 HR needs to be transparent, personal and analytical. This doesn't
work out without IT
4 No matter how good business strategy is and how excellent IT
support we have, the main responsibility for business strategy
execution have the leaders of the company!