This document outlines a 5-step process to implement a winning strategy: 1) Define boundaries like values, vision, and mission, 2) Set goals for the next 3-5 years, 3) Formulate the strategy by determining target customers, competitive advantages, and how to deliver value, 4) Align the organization's processes and priorities to the strategy, 5) Ensure organizational commitment at different levels from entrepreneurial to committed.

1. 5 steps to implement a ‘winning’ strategy
“Strategy must have continuity. It can’t be constantly reinvented”
Michael Porter

2. Road to implement ‘winning’ strategy
Define your
bounderies
Set your
goals
Formulate
your
strategy
Align your
organization
Commit
your
organization
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3. Step 1:
Define your bounderies
“Action without vision is only passing time, vision without action is
merely daydreaming, but vision with action can change the world”
Nelson Mandela

4. Shared values
What are the basic beliefs that we share as an organization?
 Values are
 Beliefs that our organization’s
members hold in common
 Endeavor to put into practice
 Values guide your organization’s members
in performing their work
 Adherence to the organization’s values,
“Walk the talk”, foster individual and
organizational integrity
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5. Vision
What will success look like?
 Describe your vision
 Begins with intuition and ideas
 Evolves through discussion
 Results in a shared sense of
direction and motivation
 A vision
 Is compelling
 Challenges and inspires the group
 Focuses first on the client
 Describes what the organization
looks like when functioning
effectively
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6. Mission
Why do we exist?
 Sentence that describes the end
result
 An infinative that indicates a
change in status
 An identification of the problem
or condition to be changed
 A description of the primary means
used to accomplish the purpose
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7. Step 2:
Determine your objective
“Sound strategy starts with having the right goal”
Michael Porter

8. Determine your long-term aims
Service Social
Profit Growth
 Timeline of 3 – 5 years
 4 general areas:
 Services: improving customer service
satisfaction or retention
 Social: focus on giving back to the
community
 Profit: increase profits by a certain
percentage
 Growth: expension of the company
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9. Evaluate your corporate assets
Available
assets
Missing
assets
 Evaluate your company’s tangible and
non-tangible assets
 Keep the assets that can strengthen
your company
 Identify the missing assets to achieve
your goals
 Desinvest the assets that you to no
longer neer to achieve your goals
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10. Step 3:
Formulate your ‘winning’ strategy
“Strategy is about making choices, trade-offs; it’s about deliberately
choosing to be different.”
Michael Porter

11. Who do you serve?
 Define your target market
 Identify bases of segmenting
 Develop profiles of resulting
segments
 Develop measures of segment
attractiveness
 Select target segments
Competitive
rivalry
within
segment
Threat of
new
entrants
Bargaining
power of
Buyers
Threat of
substitutes
Bargaining
power of
Suppliers

12. What do you provide?
High-end
Specialist
High-end
Generalist
Low-end
Specialist
Low-end
Generalist
 Specialist Vs. Generalist:
 Do you offer a wide range of
services/products in your market?
 Do you offer a limited selection of
services/products in depth in your
market?
 High-end Vs. Low-end:
 Do you offer the best
products/services?
 Do you offer products/services that
are good enough?
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13. What is your value proposition?
3 3
5
3
4
5
4
3 3 33 3 3
4
5
PRICE ACCESS PRODUCT SERVICE CONNECT
Competitive Value Line Overview
Competitor A Competitor B You
 ‘Best’: Consumer seeks the company
 ‘Better’: Consumer prefers the
company
 ‘Good’: Consumer accepts the
company
 ‘Failing’: Unacceptable to consumer
 Be different from your competitors
value proposition
 Prevent “me too”-syndrome
 Dominate on one, Differentiate on
one and be acceptable on other
value dimension
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Source: Crawford and Mathews (2001)

14. How do you deliver?
Value
Disciplines
Product
Leadership
Operational
Excellence
Customer
Intimacy
 Consists of all of your resources and
capabilities to deliver your value
proposition
 Reveils the underlying logic that
explains how to deliver value to the
customer
 What do you own and do in
operational and managerial terms
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Source: Treacy and Wiersema – Value Disciplines

15. Link between value proposition and operating model
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Best price
Best access
Best product
Best service
Best connectivity
Operational Excellence
Product Leadership
Customer Intimacy
Source: Kurt Verweire – Strategy Implementation (2014)

16. Step 4:
Align your organization to your strategy
“Strategy without execution is halucination.”
Karl Moore

17. Align your processes with your operational model
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Direction & Goal
Setting
Operational
Processes
Support
Processes
Evaluation &
Control
Organizational
behavior

18. Prioritize your activities across the different areas
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ShortTermMiddleTermLongTerm
Goal & Direction
Setting
Operational Support Evaluation & Control Organizational
Behavior

19. Step 5:
Ensure organization commitment
“Commitment is an act, not a word.”
Jean-Paul Sartre

20. Levels of organizational commitment
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Direction & Goal
Setting
Operational
Processes
Support
Processes
Evaluation &
Control
Organizational
behavior
Level 1: Entrepreneurial organization
Level 2: Structured organization
Level 3: Aligned organization
Level 4: Connected organization
Source: Kurt Verweire – Strategy Implementation (2014)

21. Strategy implementation at four different organizations
Direction & Goal
Setting
Operational Support Evaluation &
Control
Organizational
Behavior
Entrepreneurial
organization
Planning is nonexistent.
No clear vision, no
strategy
Processes are isolated
tasks providing an
immediate answer to a
request or problem
No clear support
processes created.
No systematic data-
gathering. Ad hoc
performance measures
collected.
Autocratic leadership, no
formal HR systems yet.
Structured
organization
Planning is financial or
operational.
No clear strategic
choices made
Few key processes are
documented. Local
improvement initiatives.
Support structure built
up gradually.
Control through an
operational budget.
Diagnostic control.
Functionally structured
organization with formal
HR systems and
processes.
Connected
organization
Strategic choices are
made on the competitive
arena and theme
The process flow is
defined and
implemented. There is
process control.
Support processes are
formal and powerful.
Focus on streamlining
interfaces between
departments.
Key performance
indicators are indentified
and measured.
Teamwork across
deparments. Middle
management involved in
strategy discussions.
Committed
organization
Vision and mission live
within the organization.
Values are internalized
by all employees
Processes are tracked
and improved
continuously.
Supporting activities are
integrated within
operational processes.
Performance is
extensively monitored,
even at individual elvel.
Control is used to learn.
Responsibilities and
authorities assigned to
the lowest hierarchical
level. The organization of
self-directing teams.
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Source: Kurt Verweire – Strategy Implementation (2014)

22. SELF
Strategy Execution & Leadership
Framework
Use the SELF canvas to do it yourself

23. Strategy Execution Leadership Framework

24. Align your committed organization to your strategy
Goal & Direction
Setting
Operational Support
Contrl &
Evaluation
Organizational
Behavior
Shortterm
(quickwins)
MiddletermLongterm

25. Laumacon b.v.b.a.
Sint Gommarusstraat 39
2800 Mechelen
Belgium
info@laumacon.be
BTW BE0508.694.328
Eric Lauwers
Managing Director
Tel: +32 (0)471 86 46 13
eric.lauwers@laumacon.be
Twitter: @ericlauwers
For more information
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