Master the 4 Stages to Building a Corporate Culture that Amplifies Execution
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This webcast discusses building a corporate culture that amplifies strategy execution. It covers the four stages of cultural evolution: 1) Culture of Collaboration, 2) Culture of Accountability, 3) Culture of Execution, and 4) Culture of Innovation. The speakers are Joseph Krause and Jonathan Morgan from AchieveIt, a company that provides tools to facilitate strategy execution. They discuss how most organizations struggle with execution and the importance of alignment, accountability, visibility and collaboration in driving successful strategy implementation. The webcast takes participants through an assessment of which cultural stage their organization has reached and how to progress to the next level.
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Master the 4 Stages to Building a Corporate Culture that Amplifies Execution
- 1. WEBCAST Mastering the 4 Stages: Building a Corporate Culture that Amplifies Execution
- 2. Meet the Speakers Joseph Krause, Director of Professional Services & Senior Strategy Consultant, AchieveIt Joe is responsible for empowering AchieveIt clients to execute their plans. With a consultative strategic planning background, Joe has worked with clients to execute over 1000 strategic, operational, and project plans. Throughout his four year tenure at AchieveIt, Joe has experienced, first-hand, the pitfalls organizations experience during the execution phase of their strategic planning processes and is passionate about helping teams drive toward successful business outcomes. Joseph Krause Jonathan Morgan Moderator Jonathan Morgan, Strategy Execution Consultant, AchieveIt As an expert in the emerging area of strategy execution, Jonathan works with mid to enterprise sized customers to implement effective strategy execution plans. As the market continues to grow, Jonathan aims to continue providing education, best practices and delivering thought leadership on how strategy execution can have a transformative effect on organizational growth and performance.
- 3. Mastering the 4 Stages: Building a Corporate Culture that Amplifies Execution
- 4. 0 AGENDA • What are the Four Stages of Cultural Evolution? • How do I move from stage to stage? • What happens if you feel your department is at one stage, but the organization is at another stage? • Q&A
- 5. FOOD FOR THOUGHT “Less than 10% of strategies effectively formulated are effectively executed.” “In the majority of cases – we estimate 70% – the real problem isn’t bad strategy. It’s bad execution.”
- 6. THE PROBLEM People Plan Process Execution Takes All Three
- 8. The Four Stages of Cultural Evolution
- 9. FIND YOUR JOURNEY OF CULTURAL EVOLUTION
- 11. 0 PollQuestion • How many strategic priorities is your current organization working on? 5 or Less 6-10 11-20 21+
- 12. 0 PollQuestion • How many strategic priorities is your current organization working on?
- 13. #4: LACK OF FOCUS 8% 22% 19% 51% 0% 10% 20% 30% 40% 50% 60% 5orless objectives 6-10objectives 11-20objectives 21ormoreobjectives
- 16. $ $109millionis lostfor every $1billion invested %Highperformersare53% morelikely tocomplete projectssuccessfully % Projectsnotalignedtoan organizationalstrategiesareonly completed48% ofthetime PROJECTS OFTEN FAIL TO MEET THEIR OBJECTIVES
- 17. % 17 44% 3/5 Projectsarenotalignedtoanorganization’s strategy PROJECTS OFTEN FAIL TO MEET THEIR OBJECTIVES ofprojectsfailto meettheirgoalsand businessintent
- 19. FIND YOUR JOURNEY OF CULTURAL EVOLUTION
- 20. 0 PollQuestion • Which of the 4 Stages of Cultural Evolution do you feel your organization is in? Stage 1: Culture of Collaboration Stage 2: Culture of Accountability Stage 3: Culture of Execution Stage 4: Culture of Innovation
- 21. 0 PollQuestion • Which of the 4 Stages of Cultural Evolution do you feel your organization is in?
- 22. Thank you! 22
- 23. Solving the Challenges of Strategy Execution
- 25. Proprietary & Confidential Execution Alignment Accountability Visibility Collaboration Current Tools Don’t Enable Drivers 25
- 26. 26 Facilitates Collaboration THE WHAT FOR WHO Contributors Plan Builders Results Reporters Resource Decision Makers Drive Alignment Create Visibility Foster Accountability Facilitate Collaboration HOW See it in action: www.achieveit.com/demo
- 27. Q&A Session Q&A
- 28. Upcoming Events & Resources For updates on upcoming events, news & resources visit: The Strategy + Innovation Blog SUBSCRIBE TODAY Follow us on Twitter @goachieveIt
- 29. 29 Thank You & Contact Info Joseph Krause, Director Professional Services & Sr. Strategy Consultant AchieveIt (800) 535-1559 jkrause@achieveit.com Jonathan Morgan, Strategy Consultant & Moderator AchieveIt (800) 535-1559 jmorgan@achieveit.com Thank you!
Editor's Notes
- Marrying culture with process difficulties. Seen tons of plans (1000s). Want to paint a picture of what good looks like -todo: think about natural breaks in the work and where to add workshops. Class 1 from 1-2, class 2 from 2-3, and class 3 from 3-4
- The Gap in Execution Skillful execution – not visionary leaders or elaborate company strategies – is what produces results. Poor execution is problematic in a normal economy and ruinous in a difficult one. The inability to “get stuff done” – to execute – will wreck even the best-laid plans.
- Ones that have all three of these are primed for success. People – having the right people with the right attitudes. Based on my interactions with this group, you have the right people in place. Plan – have to have a plan. Healthier person – weight goals, cholestoral goal, going to the gym. Wouldn’t have a plan without a plan to weigh yourself. Don’t take it for granted that you have one. Doesn’t have to be a perfect plan, necause its fluid Process – this is why we are here. There is no standard process for a process – updating, reviewing, editing plan. Our job is to make sure that the great. The plan is in place, now what Need to think of ways to involve People and Plan as well. An element is focused on your people and an element is focused on share trends to make your plan the best it can so you can bring your people and plan together with the AchieveIt Process
- We do this to increase our valuable competitive position. If you can leverage these then you can take advantage of all the opportunities in the marketplace. Can no longer count on “well get em next year.” We strive to make you VCP as as much as possible What is the goal of every company? To survive in a hostile environment Only way to survive is to take advantage of your VCP. There is a cost to Strategy Execution
- 6 failures. Through 1000s of plans, seen a number of key failures. My goal is to give you this information to help fix your organization TODAY
- (what can we do for a workshop?) Going to walk through each one and then I want to poll the group to see where you are. Company and group can be in different stages Not going to change everything within you organization, but we have a map to help you out. Going to review these and then ask where your company is and then where your department is with these steps. Will have an honest conversation about your gaps. Passing out survey later…don’t worry about it yet. CULTURE OF COLLABORATION For most organizations, developing a culture of collaboration develops naturally. As organizations create a common vision, executive and middle managers rally together in support of one or more long-term goals. Work plans are developed and a great amount of activity takes place, but the collaborative organization often mistakes activity for results. At this stage, there is very little effort to track tactical implementation against performance targets, and being busy is often an organizational substitute for being strategic. Oftentimes, a lot gets done, but not a lot is ever accomplished. CULTURE OF ACCOUNTABILITY Of all the cultural shifts, moving from a Stage 1 organization to a Stage 2 organization is the most difficult. Why? Evolving to Stage 2 requires three fundamental changes within the organization, none of which are easy. First, the organization must become acutely aware that it is more important to track measurable outcomes than it is to check off the completion of individual activities. Second, the organization must be willing to not only individually assign every task in every plan with firm due dates, but also tie these assignments to annual performance objectives. And third, the organization must embrace transparency, by providing everyone in management with access to all plans, as well as regular and periodic updates on plan implementation and performance. By doing so, managers are empowered to monitor performance and self-correct, when necessary. CULTURE OF EXECUTION The move from Stage 2 to Stage 3 involves two primary factors. First, the organization becomes much more focused on strategy development, ensuring that plans address the most critical – rather than all – strategic needs of the organization. This laser-like focus fosters better resource allocation, enhanced organizational commitment, less internal competition, and greatly improved execution. Second, strategy is cascaded to every employee in the organization, so that everyone has a fundamental comprehension of how individual job performance affects both the successful execution of the plan and the eventual fulfillment of the organization’s vision. CULTURE OF INNOVATION Once the organization fully evolves to a culture of execution, the final transformation naturally takes place. The reason for this transformation is simple. With every employee fully understanding the relationship between individual performance, execution, and vision, a unique organizational dynamic develops. Employees, who are now engaged in execution even though they have no direct plan assignments, make better decisions, begin to identify improvement opportunities, start to question the status quo, and become a vital component of ongoing strategy discussions – all of which are necessary for real innovation to take place.
- There is a stage zero but I took it out so people don’t get disheartened where they are at. Stage 0 is not enjoying being at work Stage 1 is being at work, staying late, have the best of intentions, but are spending time. Sending in endless meetings. Being busy instead of being strategic Stage 0 after stage 1
- Polled our clients. That’s a lot of objectives
- - Stage 1 plus some items of rigor. TRACK measurable outcomes. Health example – it would be crazy for someone to not weigh themselves. Track measurable outcomes. Don’t track too many. Increase, decrease, maintain Provide access to all information: people want to know that what they are working on actually drives the needle. Place it on their intranet, make sure its reviewed regularly. Free, easy to do, something we can help with Assign firm due dates – not just 1/1-12/31. Take a look in the mirror and set realistic timelines. We’ve all been in college and seen library slam up before finals. How did this happen? Stage 2 isn’t a cure all. 1 you are running around doing too much, 2 you still may be running around doing too much, but at least you are aware of what you need to do Problem is that you still are working on too much, we aim to get you to stage 3
- Being able to understand the important and most important items to move the needle. Be able to remove items from your to-do list. Have a better handle on your work. Doing more with less. Saving company time and resources Problem: still happens in planning process. Start with a plan, update plan, then start plan jan 1. But still don’t adjust afterwards
- With a to-do list, its often not aligned. Just BUSY. Make sure you are working on the right things. Won’t be just busy. Talked about people on the Venn diagram – 53% stat
- Being able to adjust your plan on the fly. Needs to be a roadmap. What happens if there is a road block? Can’t just blow through it. Your plan needs to be a living document. We help with that. Tough with MS Office. Stage 4 takes awhile, but if I can get you from 1-2 in Year 1 and 2-3 in year 2 Strategy is no longer something you need to do but something you WANT to do
- (what can we do for a workshop?) Going to walk through each one and then I want to poll the group to see where you are. Company and group can be in different stages Not going to change everything within you organization, but we have a map to help you out. Going to review these and then ask where your company is and then where your department is with these steps. Will have an honest conversation about your gaps. Passing out survey later…don’t worry about it yet. CULTURE OF COLLABORATION For most organizations, developing a culture of collaboration develops naturally. As organizations create a common vision, executive and middle managers rally together in support of one or more long-term goals. Work plans are developed and a great amount of activity takes place, but the collaborative organization often mistakes activity for results. At this stage, there is very little effort to track tactical implementation against performance targets, and being busy is often an organizational substitute for being strategic. Oftentimes, a lot gets done, but not a lot is ever accomplished. CULTURE OF ACCOUNTABILITY Of all the cultural shifts, moving from a Stage 1 organization to a Stage 2 organization is the most difficult. Why? Evolving to Stage 2 requires three fundamental changes within the organization, none of which are easy. First, the organization must become acutely aware that it is more important to track measurable outcomes than it is to check off the completion of individual activities. Second, the organization must be willing to not only individually assign every task in every plan with firm due dates, but also tie these assignments to annual performance objectives. And third, the organization must embrace transparency, by providing everyone in management with access to all plans, as well as regular and periodic updates on plan implementation and performance. By doing so, managers are empowered to monitor performance and self-correct, when necessary. CULTURE OF EXECUTION The move from Stage 2 to Stage 3 involves two primary factors. First, the organization becomes much more focused on strategy development, ensuring that plans address the most critical – rather than all – strategic needs of the organization. This laser-like focus fosters better resource allocation, enhanced organizational commitment, less internal competition, and greatly improved execution. Second, strategy is cascaded to every employee in the organization, so that everyone has a fundamental comprehension of how individual job performance affects both the successful execution of the plan and the eventual fulfillment of the organization’s vision. CULTURE OF INNOVATION Once the organization fully evolves to a culture of execution, the final transformation naturally takes place. The reason for this transformation is simple. With every employee fully understanding the relationship between individual performance, execution, and vision, a unique organizational dynamic develops. Employees, who are now engaged in execution even though they have no direct plan assignments, make better decisions, begin to identify improvement opportunities, start to question the status quo, and become a vital component of ongoing strategy discussions – all of which are necessary for real innovation to take place.
- So if decide you want to execute better, what are the four drivers of execution, and how can you use them? Based on conversations with thousands of strategy and operations leaders, we’ve identified four themes that continually surface as the primary drivers of strategy execution: alignment, visibility, collaboration and accountability. Alignment means that every single person knows what they’re supposed to do, why, and how it aligns to the big picture, the overall goals of the company. Visibility: Does your executive team have access to the information they need, when they need it, with the appropriate context to make informed decisions? Collaboration: how is information regarding your plan communicated and tracked? Accountability: are you able to hold individuals across the organization accountable for their results?
- It’s everything Todd mentioned – setting and tracking the right KPIs, coaching your people to success, excellent organizational communication. But today’s process is also a mess. When you have the right strategy, the right plan, the right people, the last step is getting to the right process. Most clients tell us that before AchieveIt, they were living in some unholy trinity of Excel, PPT, and email to build and track their plans. But spreadsheets and emails weren’t purpose-built for strategy execution, and quickly become unmanageable, impossible to monitor. Most importantly, they don’t support the four main drivers of execution.
- AchieveIt is built to drive alignment, create visibility, foster accountability, and facilitate collaboration. We’re a purpose-built solution specifically for the problem of strategy execution. Companies that master strategy execution experience a huge leap in value. You signed up for today’s webinar because you’re ready to drive brilliant execution - sign up for an AchieveIt demo today to see how we can help. And with that… I’m going to open the floor for questions!