This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Strategy to Execution: Tips to Execute Your Strategy With Excellence.Avi Mizrahi, MBA, BBA.
Strategy is sexy. Execution is really difficult. Perhaps that's why so many strategic initiatives fail. I believe that transitioning from strategy to execution is the biggest challenge facing today's organizations. Execution is a leader's job and this presentation will lay out a practical approach to ensure your strategy is executed with excellence.
Here's a link to the full resolution PDF http://static.klipfolio.com/ebook/intro-to-kpis-slides.pdf
In today’s ultra competitive business ecosystem, only the strong survive. In order to keep your team on top of their game, you need to cultivate a data-driven culture by sharing the right performance indicators and business metrics with your team.
A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes in departments such as sales, marketing or a call center.
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
Best practice management process for OKR rollout: company-wide OKR examples.
We created this guided course on the OKR best practices to make your OKR rollout smooth and successful. This course includes learnings and insights that we uncovered together with our customers over the past 8 years.
It is perfect for leaders, team managers, and OKR champions who are looking for practical resources to improve their team’s workflows.
90% of our customers who have been very successful with OKRs said that early-stage learning is the foundation of a sustainable OKR process.
These are the companies that report incredible growth and performance improvement.
In this course, you will learn:
how to align the company with OKRs
how to write engaging OKRs that work
the difference between KRs and Initiatives
the difference between OKRs and KPIs
how to facilitate teamwork and discussions
and more…
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Strategy to Execution: Tips to Execute Your Strategy With Excellence.Avi Mizrahi, MBA, BBA.
Strategy is sexy. Execution is really difficult. Perhaps that's why so many strategic initiatives fail. I believe that transitioning from strategy to execution is the biggest challenge facing today's organizations. Execution is a leader's job and this presentation will lay out a practical approach to ensure your strategy is executed with excellence.
Here's a link to the full resolution PDF http://static.klipfolio.com/ebook/intro-to-kpis-slides.pdf
In today’s ultra competitive business ecosystem, only the strong survive. In order to keep your team on top of their game, you need to cultivate a data-driven culture by sharing the right performance indicators and business metrics with your team.
A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes in departments such as sales, marketing or a call center.
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
Best practice management process for OKR rollout: company-wide OKR examples.
We created this guided course on the OKR best practices to make your OKR rollout smooth and successful. This course includes learnings and insights that we uncovered together with our customers over the past 8 years.
It is perfect for leaders, team managers, and OKR champions who are looking for practical resources to improve their team’s workflows.
90% of our customers who have been very successful with OKRs said that early-stage learning is the foundation of a sustainable OKR process.
These are the companies that report incredible growth and performance improvement.
In this course, you will learn:
how to align the company with OKRs
how to write engaging OKRs that work
the difference between KRs and Initiatives
the difference between OKRs and KPIs
how to facilitate teamwork and discussions
and more…
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
Even the best strategy is worthless without successful strategy implementation. However, most strategy implementations fail. This presentation helps organizations plan and implement and manage their strategy but also monitor, learn and adapt their strategy implementation to achieve sustainable organizational success. This way, organizations can achieve succesful strategy implementation.
This presentation presents the Strategy Execution Agenda – a management model with eight strategy implementation success factors that allows executives and managers to master one of the greatest management challenges – successfully implementing strategy.
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
Even the best strategy is worthless without successful strategy implementation. However, most strategy implementations fail. This presentation helps organizations plan and implement and manage their strategy but also monitor, learn and adapt their strategy implementation to achieve sustainable organizational success. This way, organizations can achieve succesful strategy implementation.
This presentation presents the Strategy Execution Agenda – a management model with eight strategy implementation success factors that allows executives and managers to master one of the greatest management challenges – successfully implementing strategy.
Organizations often lack an effective strategy management process that allows executives and managers to turn the strategy into operational results. A strategy management office is an organizational unit that manages both strategy development and execution in an integrated way.
This presentation of my PhD thesis presents the Strategy Execution Framework consisting of 18 success factors related to the process, content and context of the implementation effort. Collectively, these factors help organizations develop and implement their strategies to achieve sustainable organizational success.
Strataegos Consulting is a strategy consultancy with a focus on strategy execution. Strataegos Consulting combines state of the art academic knowledge with a proven track record in strategy consulting and financial advisory. We help our clients develop and execute innovative strategies, that minimalize costs, increase revenues and improving satisfaction of customers and employees.
BUS 109 - Strategic Management & Business Policy HandbookPauline Zhou
(Spring 2010) A prepared 84-page handbook for my Strategic Management and Business Policy course; it includes the fundamentals, theories, models, and insights gathered together into this book.
The requirement for this assignment was to put together a 3-page or 50 most important concepts learned throughout the course.
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In this presentation, you will learn the principles of Balanced Scorecard and you will explore the core processes of this system.
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
Introduction of Strategic Management.pptxKhubaibHikmat
The following topics are briefly explained in this ppt:
1- Understand the concept of strategy and strategic management.
2- Describe the stages of strategic management.
3- Explain strategic management model.
4- Understand important terms in strategic management.
5- Understand the nature of strategy.
The Strategic PMO - 7 elements of successful strategy execution PMIUKChapter
In this presentation, Matt Williams draws on his international experience and expertise to make the case for ‘The Strategic PMO’, as he outlines 7 elements of successful strategy execution that include; the formulation of a strategic plan, prioritizing projects and creating a winning culture.
He demonstrate how the implesmentation of Amplify™ software supports each of the 7 elements, whilst addressing many of the common causes of failure.
Matt Williams is the founder and CEO of Amplify-Now Inc., who provide innovative systems for organizations looking to create significant value through the effective execution of strategic change.
Matt has 20 years of experience systems working with Project Management Offices and Strategy Management Offices, with a particular focus on measuring and reporting on the business impact of strategic initiatives.
See also Mentimeter results - http://bit.ly/StrategicPMOMentiResults
Similar to Presentation Mastering Strategy Execution (20)
Veel organisaties hebben geen effectief strategie management proces waarmee ze hun strategie kunnen vertalen in concrete resultaten. De afdeling Strategie Management is verantwoordelijk voor het integraal managen van strategie ontwikkeling, strategie executie en strategie control.
In deze presentatie presenteren wij het strategie executie model met de vijf bouwstenen voor succesvolle strategie executie. De succesfactoren hebben betrekking op de strategie, de executie van de strategie, de organisatie, de mensen die de strategie moeten uitvoeren en de systemen die nodig zijn om de executie te ondersteunen. Strategie executie kan alleen goed worden begrepen door deze vijf bouwstenen samen te brengen in een holistische kijk op strategie executie.
This article presents seven key factors for successfully developing strategy in Africa. These seven factors allow executives and managers to master strategy in this important but challenging continent.
Strataegos Consulting is een advies en onderzoeksbureau gespecialiseerd in strategie consulting met een focus op strategie executie. Strataegos Consulting helpt organisaties bij het ontwikkelen en uitvoeren van innovatieve strategieën die organisaties in staat stellen om duurzame waarde te creëren voor klanten, medewerkers en maatschappij.
In deze presentatie presenteren wij de Strategie Implementatie Agenda met acht succes factoren voor succesvolle strategie implementatie. De succesfactoren bieden managers handreikingen, inzichten en goede praktijken om hun strategieën succesvol ten uitvoer te brengen.
Strategie implementatie is van groot belang voor iedere organisatie. Goed geformuleerde strategieën en beleid leiden alleen tot succesvolle resultaten indien succesvol uitgevoerd. Dit proefschrift onderzoekt het succes en falen van strategie implementatie binnen publieke en private organisaties. Uit dit onderzoek kwamen 24 factoren naar voren die van invloed zijn op het succes van een organisatieverandering. Deze factoren zijn samengebracht in een praktisch model voor strategie implementatie.
Zelfs de beste strategie heeft pas waarde indien succesvol uitgevoerd. De meeste strategie implementaties mislukken echter. Deze samenvatting van mijn proefschrift over strategie implementatie presenteert het Strategie Implementatie Framework. Het raamwerk bevat 18 succesfactoren gerelateerd aan de inhoud, het proces en de context van een strategie implementatie. Het raamwerk geeft bestuurders en managers inzicht in dit complexe en ongrijpbare fenomeen.
Zelfs de beste strategie heeft pas waarde indien succesvol uitgevoerd. De meeste strategie implementaties mislukken echter. Deze presentatie presenteert het Strategie Implementatie Model. Het model bevat 18 succesfactoren gerelateerd aan de inhoud, het proces en de context van een strategie implementatie. Het Strategie Implementatie Model geeft iedere manager met implementatieverantwoordelijkheden inzicht in dit complexe en ongrijpbare fenomeen.
Strategy implementation and organizational change is of high importance to management science and practice due to its direct relation to organizational performance, its high complexity and high failure rate. This PhD thesis investigates strategy implementation and its reasons for success or failure. It presents a comprehensive framework for succesful strategy implementation. This PhD research demonstrates that strategy implementation is a highly complex organization phenomenon which is influenced by a large number of factors related to the proces, content and context of the implementation effort.
Comments and LinkedIn connections from fellow strategy practitioners and researchers are welcome.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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
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.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. STRATAEGOS CONSULTING 2
STRATEGY EXECUTION AS COMPETITIVE ADVANTAGE
STRATEGY EXECUTION IS CRUCIAL FOR EVERY ORGANIZATION
o Successful execution of strong and robust strategies gives any
organization a significant competitive edge.
o In current turbulent environments, the ability to develop and execute
new strategies quickly and effectively may be the difference between
success and failure for organizations.
o Well-formulated strategies only produce superior performance for
organizations when they are successfully executed.
o Even the best-made strategies are worthless if they are not executed
successfully.
3. STRATAEGOS CONSULTING 3
MOST STRATEGY EXECUTIONS FAIL
STRATEGY EXECUTION IS A TOP PRIORITY OF EXECUTIVES WORLDWIDE
Companies on average only
deliver only 63% of the
financial performance their
strategies promise.
Harvard Business Review
82% of Fortune 500 CEO’s feel their
organization is effective at strategic
planning. Only 14% indicated to be
effective at implementing the strategy.
Forbes Magazine
Executional Excellence is
the number one challenge
facing global corporate
leaders.
Harvard Business Review
Two-thirds to three-quarters of large
organizations struggle to implement
their strategies.
Harvard Business review
50% of well formulated
strategies fail to deliver
expected results because of
poor execution.
Harvard Business Review
4. STRATAEGOS CONSULTING 4
THE STRATEGY EXECUTION PROBLEM
MOST STRATEGIES FAIL IN THE EXECUTION PHASE
70 to 90 % of organizations do not succeed in effectively
executing their strategy.
• The all too frequent failure to create change after seemingly viable strategic
plans have been developed.
o The majority of strategies fail in the execution phase.
o Many organizations have a fundamental disconnect between the
development of a strategy and its subsequent execution.
• Survey after survey reveals that strategy execution is a top priority for
executives worldwide.
o The focus of strategy scholars and practitioners is traditionally on strategy
development while the real challenge lies in execution.
5. STRATAEGOS CONSULTING 5
THE STRATEGY EXECUTION MODEL
THE FIVE PILLARS OF SUCCESFUL STRATEGY EXECUTION
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANIZATION
4
PEOPLE
5
SYSTEMS
6. STRATAEGOS CONSULTING 6
SUCCCESSFACTORS
THE STRATEGY EXECUTION MODEL
18 BEST PRACTICES FOR SUCCESSFUL STRATEGY EXECUTION
STRATEGY
EXECUTION
ORGANIZATION
PEOPLE
SYSTEMS
1. DEVELOP AN ATTRACTIVE VISION
2. BUILD A SOUND AND EXECUTABLE STRATEGY
3. INVOLVE EMPLOYEES AND STAKEHOLDERS
4. SECURE COMMITMENT TO THE STRATEGY
1. TRANSLATE THE STRATEGY
2. APPOINT ONE CLEAR LEADER
3. COMMUNICATE THE STRATEGY
4. ACHIEVE AND CELEBRATE VISIBLE RESULTS
1. DESIGNING A DECENTALIZED STRUCTURE
2. CREATE A FEARLESS CULTURE
3. LINK STRATEGY AND PROCESSES
4. TAKE POLICITAL INTERESTS INTO ACCOUNT
1. APPOINT COMPETENT MANAGEMENT AND EMPLOYEES
2. USE PEOPLE SKILLS
3. EMPOWER EMPLOYEES
4. TRAIN AND DEVELOP STAFF
1. BUILD A STRATEGY CONTROL SYSTEM
2. REWARD PERFORMANCE AND GIVE COMPLIMENTS
1
2
3
4
5
STRATEGYEXECUTIONSUCCESS
7. STRATAEGOS CONSULTING 7
THE STRATEGY EXECUTION MODEL
DEVELOP THE STRATEGY
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANIZATION
4
PEOPLE
5
SYSTEMS
8. STRATAEGOS CONSULTING 8
DEVELOP A CLEAR AND ATTRACTIVE VISION
DEVELOP THE STRATEGY
STRATEGY
1 • Successful strategy formulation and execution begins with
formulating a sound and clear strategic vision.
o The vision describes the desired future state of the organization
and clarifies the direction in which the organization is to move.
• The strategic vision is attractive and easy to communicate to
organizational members, customers and stakeholders.
o A clear and attractive strategic vision increases the confidence
of employees in a successful outcome of the execution effort.
• The vision is ambitious but realistic and feasible.
o Vision tend to be too ambitious to gain commitment to it but
tends to result in disappointment during execution.
9. STRATAEGOS CONSULTING 9
DEVELOP A SOUND AND EXECUTABLE STRATEGY
DEVELOP THE STRATEGY
STRATEGY
2 • Develop a sound and clear strategy that is able to achieve the vision.
o The strategy has clear and concrete objectives.
o The strategy is easy to understand for employees and
stakeholders.
• Continuously adapt the strategy to maintain a fit with the changed
internal and external business environment.
o Developing a strategy is never finished.
o Organize an annual strategy development and execution cycle.
No execution can save a strategy that is not sound to
begin with.
10. STRATAEGOS CONSULTING 10
INVOLVE EMPLOYEES AND STAKEHOLDERS
DEVELOP THE STRATEGY
STRATEGY
3 • Discuss the strategy with managers and key employees to
assess whether it is sound, realistic and feasible.
o A strategy formulated without much employee involvement is
more likely to have major flaws.
o Tapping into the specialized knowledge of lower-level
employees improves the strategy and its execution.
• Involving employees and stakeholders improves the
understanding, acceptance and execution of the strategy.
o A strategy that is developed without the involvement of
relevant employees is likely to be resisted during its execution.
11. STRATAEGOS CONSULTING 11
SECURE COMMITMENT TO THE STRATEGY
DEVELOP THE STRATEGY
STRATEGY
4 • Commitment to the strategy from employees and especially
managers is crucial in strategy execution.
o Committed organizational members are more motivated to
execute the strategy and achieve its goals.
• Uncommitted middle management and employees are a key barrier to
strategy execution success.
o Employees are uncommitted to the strategy because of feeling
uninformed, lacking communication and respect from managers
and lacking participation in decision-making.
• Secure commitment by involving employees in decision-making and
by clearly communicating the strategy.
o Employees can only support a strategy they know and
understand.
12. STRATAEGOS CONSULTING 12
THE STRATEGY EXECUTION MODEL
EXECUTE THE STRATEGY
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANISATION
4
PEOPLE
5
SYSTEMS
13. STRATAEGOS CONSULTING 13
APPOINT ONE CLEAR LEADER
EXECUTE THE STRATEGY
EXECUTION
1 • Appoint one board member who is responsible for the execution of
the strategy – preferably the CEO.
o Strategy execution is a task that leaders cannot delegate.
• The leader articulates and communicates an attractive strategic
vision that guides the execution.
o A successful leader inspires followers by communicating a
captivating vision designed to motivate followers to achieve
ambitious goals.
• Increase the willingness of employees to follow by practicing moral
virtues such as fairness, integrity, honesty, loyalty, determination,
courage and responsibility.
14. STRATAEGOS CONSULTING 14
TRANSLATE THE STRATEGY
EXECUTE THE STRATEGY
EXECUTION
2 • Write an implementation plan that specifies the objectives, activities
and processes required to achieve the goals of the strategy.
o Translate the strategic objectives into measurable operational
objectives linked to departmental and individual goals.
• Effective strategy execution requires clear objectives, tasks,
activities and responsibilities.
o By allocating clear responsibilities for the execution of the
implementation activities, progress can be controlled.
• Specific and ambitious but realistic goals that are accepted by
organizational members lead to the best execution performance.
o Involving employees in goal setting increases their acceptance.
15. STRATAEGOS CONSULTING 15
COMMUNICATE THE STRATEGY
EXECUTE THE STRATEGY
EXECUTION
3 • No less than 95 percent of employees do not understand the strategy
of their own organization.
o The objective is to make employees understand what the strategy
is all about and what its goals are.
• Explain the strategy in a way that employees understand and may
become convinced that the strategy is sound and effective.
o Employees are more accepting of undesirable decisions when
they receive clear and adequate explanations for those decisions.
• Communicate the strategy in a simple way and sincerely listen to
feedback and act upon it.
o Communicate the strategy 7 times in 7 different ways.
16. STRATAEGOS CONSULTING 16
ACHIEVE AND CELEBRATE RESULTS
EXECUTE THE STRATEGY
EXECUTION
4 • Visible results and especially ‘quick wins’ increase the motivation
and commitment of employees to the strategy.
o People are more inclined to accept new things when they see
that these things work and lead to results.
o Achieving quick wins can restore the confidence of employees in
the strategy and organization when the organization is in crisis.
• By making change visible and tangible through for example a new
logo, uniforms and offices.
o This way, management can show that they are committed to the
strategy and things are really changing.
o Achieving results enhance the performance of employees by
making them proud and giving a feeling of competence.
17. STRATAEGOS CONSULTING 17
THE STRATEGY EXECUTION MODEL
ADAPT THE ORGANIZATION
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANISATION
4
PEOPLE
5
SYSTEMS
18. STRATAEGOS CONSULTING 18
DESIGN A DECENTRALIZED STRUCTURE
ADAPT THE ORGANIZATION
• Design a decentralized organization structure that is aligned to the
strategy.
o A decentralized structure increases commitment of employees
to decision-making, speed of decision-making, and improves
the quality of the strategy.
• Avoid a hierarchical structure with rigid rules and procedures.
o Individuals in centralized organizations feel that managers do
not trust their skills resulting in a sense of incompetence,
reducing self-determination, motivation and performance.
• Design a clear structure with clear procedures, rules and
responsibilities that gives employees certainty during the
execution.
ORGANIZATION
1
19. STRATAEGOS CONSULTING 19
CREATE A FEARLESS CULTURE
ADAPT THE ORGANIZATION
ORGANIZATION
2 • A new strategy involving layoffs triggers intense emotions such as
anxiety and fear for job security among employees.
o Job insecurity lowers job satisfaction, strategy commitment,
trust in management and work effort and increases
psychological withdrawal and resistance to change.
• Many organizations have a culture of fear in which employees are
afraid to lose their job or to be treated harshly by their superiors.
o A highly centralized structure with rigid rules creates a fear for
making mistakes, responsibility, participation and change.
• Cultivate a fearless culture in which people dare to take initiative,
voice their opinion and are not afraid to make mistakes.
20. STRATAEGOS CONSULTING 20
TAKE POLITICAL INTERESTS INTO ACCOUNT
ADAPT THE ORGANIZATION
ORGANIZATION
3
• Strategic change inevitably raises questions of power within an
organization.
o The very prospect of organizational change confronts
established positions and may lead to resistance to change.
• Politics and struggles over power and leadership can undermine a
strategy execution effort.
o Resistance to change may lead to passivity toward the strategy
and its execution or even sabotage.
• Overcome resistance by involving potential opponents in decision-
making, taking their interests seriously and confronting dissidents.
21. STRATAEGOS CONSULTING 21
HET STRATEGIE EXECUTIE MODEL
MOBILIZE THE PEOPLE
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANISATION
4
PEOPLE
5
SYSTEMS
22. STRATAEGOS CONSULTING 22
APPOINT SKILLED MANAGEMENT
MOBILIZE THE PEOPLE
PEOPLE
1 • Competent management and employees is the most important
requirement for successful strategy execution.
o When employees have little confidence in the ability of
management to execute the strategy then their strategy
commitment will be low.
• Incompetent colleagues and especially managers have a very
negative influence on the performance of team members.
o Competent employees tend to leave an organization when they
have to work for incompetent managers.
• Hiring new managers and employees is one of the best ways to
achieve (radical) strategic change.
23. STRATAEGOS CONSULTING 23
USE PEOPLE SKILLS
MOBILIZE THE PEOPLE
• People management skills are crucial for mobilize employees to
successfully execute the strategy.
o Coach and counsel employees to increase their motivation,
performance, cooperation and commitment to the strategy.
o Develop personal relations with subordinates by giving them
sincere personal attention.
o Make employees feel proud about themselves, their work and
the organization.
o Organize social activities to build better social relations among
employees that increase their cooperation, motivation, and
effectiveness.
PEOPLE
2
24. STRATAEGOS CONSULTING 24
TRAIN AND DEVELOP EMPLOYEES
MOBILIZE THE PEOPLE
PEOPLE
3 • Successful organizations place high importance on training and
developing their managers and employees.
o Adequately trained staff is one of the most critical steps top
management can take to ensure successful strategy execution.
o Executing a new strategy often requires new activities and ways
of thinking, which can be learned by training and educating.
• Training and education improves employee knowledge, skills, and
self-confidence and makes them perform better.
o Training and education can consist of courses, collective
classes, (on-the-job) training, and individual coaching.
25. STRATAEGOS CONSULTING 25
EMPOWER MANAGERS AND EMPLOYEES
MOBILIZE THE PEOPLE
PEOPLE
4 • When employees have high self-efficacy and believe that they can
perform the new execution tasks successfully, they are likely to
perform well.
o Low self-efficacy can result from low self-confidence, a
centralized organization culture, an authoritarian management
style, and an environment in which many things fail.
• Empower employees through coaching and counseling, delegation,
role models and rewarding performance.
o Empowering employees gives them a sense of competence
which greatly increases their work performance and innovative
behavior.
26. STRATAEGOS CONSULTING 26
THE STRATEGY EXECUTION MODEL
BULD MANAGEMENT CONTROL SYSTEMS
STRATEGY
SUCCESS
1
STRATEGY
2
EXECUTION
3
ORGANIZATION
4
PEOPLE
5
SYSTEMS
27. STRATAEGOS CONSULTING 27
BUILD A STRATEGY CONTROL SYSTEM
BUILD MANAGEMENT CONTROL SYSTEMS
SYSTEMS
1 • Build an annual strategy management control system for
developing, monitoring and adjusting the strategy.
o Regularly meet in well-structured sessions to share information,
reconfirm priorities and adjust the strategy or execution.
• Hold those responsible accountable when performance is lacking.
o Many organizations have accountability problems resulting from
a lack of planning, ineffective management information systems,
or cultural values that do not encourage holding persons,
especially in high positions, accountable.
• Adapt the strategy when the assumptions underlying the strategy
are flawed or obsolete.
28. STRATAEGOS CONSULTING 28
REWARD PERFORMANCE AND GIVE COMPLIMENTS
BUILD MANAGEMENT CONTROL SYSTEMS
SYSTEMS
2 • Build a reward system that monitors the progress of the execution
and demonstrates top management’s commitment to the strategy.
o Reward systems are essential for motivating staff and ensuring
appropriate behavior in relation to the strategy.
• Rewarding execution performance increases the motivation,
commitment and performance of organizational members.
o Informal rewards (pats on the back, pride, enthusiasm) increase
the motivation, self-confidence and performance of employees.
o
• Give task related feedback and compliments during the execution.
o Employees often do not get compliments when performing well
but do get criticism for making mistakes. This reduces
motivation, self-efficacy and execution performance.
29. STRATAEGOS CONSULTING 29
5 KEY PRACTICES FOR STRATEGY EXECUTION
THE MOST IMPORTANT BEST PRACTICES FOR STRATEGY EXECUTION
1
COMPETENT
MANAGEMENT
Appoint the
right managers
in the right
place.
3
USE PEOPLE
SKILLS
Mobilize
employees
using people
skills.
2
PLAN THE
EXECUTION
Translate the
strategy into an
implementation
plan.
4
ALIGN THE
STRUCTURE
Design a
decentralized
organization
structure.
5
CHANGE THE
CULTURE
Create a
fearless
organization
culture.
My PhD research found the following five best practices to be the most important
success factors for strategy execution in public and private organizations.
30. STRATAEGOS CONSULTING 30
DR. ARNOUD VAN DER MAAS
Dr. Arnoud van der Maas
Owner Strataegos
Consulting
STRATEGY CONSULTANT AND AUTHOR IN STRATEGY EXECUTION
o Strategy consultant and financial advisor in
government, healthcare and start-ups.
o Author, researcher and international expert
in strategy execution.
o Founder of Strataegos Consulting – a
strategy consultancy specialized in strategy
execution.
o Received a PhD in Strategy Execution from
Rotterdam School of Management,
Erasmus University.
31. STRATAEGOS CONSULTING 31
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32. STRATAEGOS CONSULTING 32
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