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Roger Martin. Playing to Win - How to make strategy work
The document outlines a conference agenda featuring Roger Martin, focusing on strategic decision-making and execution within organizations. Key insights include the importance of engaging employees in strategy development, with statistics highlighting the low understanding and engagement levels among staff. Overall, the discussion emphasizes that successful strategy constitutes making informed choices and ensuring thorough communication across all levels of the organization.
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Roger Martin. Playing to Win - How to make strategy work
- 1. Playing to win Howto make strategy work
- 2. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
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- 5. 7% of employees fullyunderstand their company’s business strategies and what’s expected of them The main barrier for execution success mentioned by executives is: “Creating meaningfulness to frontend employees” 58% does strategy top-down with limited involvement of employees 59% believe that there is an imaginary line in the organizational chart above which strategy is made 30% of employees receive no information on how to execute the strategy 14% FULLY ENGAGED 70% of “not successful” transformations were planned by 10 or fewer people
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- 7. Don’t separate Strategy &Execution
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- 9. “What needs tobe true?” is THE question!
- 10. Engage for real …searchfor true insight
- 11. Leaders & strategizers ofthe future are… Social architects of meaning …not heroic decision makers
- 12. 18 HBR articles 4bestseller business books Roger Martin is one of the top management thinkers in the world
- 13. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
- 14. PLAYING TO WIN Implement ConsultingGroup Copenhagen, Denmark April 1, 2014 Twitter: @rogerlmartin
- 15. To win, acompany must choose to do some things and not others STRATEGY IS ABOUT CHOICES
- 16. What’s our Winning Aspiration? Wherewill we play? How will we win? What capabilities must we have? What management system are required? STRATEGY IS THE ANSWER TO 5 QUESTIONS
- 17. WHAT IS OURWINNING ASPIRATION? General Motors 2013
- 18. WHERE WILL WEPLAY? Image courtesy of Intuit
- 19. STRATEGICALLY DISTINCT SYSTEMS Imagecourtesy of Intuit Individual Customers “The Industry” Segments Develop Competitive Strategy Based on an Understanding of Individual Customers? or... Develop Competitive Strategy Based on Generalizations about “The Industry”? or... Develop Competitive Strategy Around Clusters of Customers About Which We Can Make Generalizations?
- 20. HOW WILL WEWIN? A Starbucks storefront at night. Starbucks Coffee Company
- 21. TWO FUNDAMENTAL WAYSTO WIN Low Cost Differentiation Sustainable Competitive Advantage
- 22. WHAT CAPABILITIES MUSTWE HAVE? Burberry Flagship Store, London
- 23. P&G ACTIVITY SYSTEM Globally Distributed R&D Agency Relation- ships Global Business Services Connect + Develop Design Global Purchasing Customer Teams GBU/MDO StructureShopper Marketing Leadership Culture Brand- building framework Consumer Research Consumer- driven measurement systems Consumer Understanding Scale Go-to-Market Capabilities Innovation Brand Building
- 24. WHAT MANAGEMENT SYSTEMSARE REQUIRED? Four Seasons Hotel, Silicon Valley
- 25. What do youfind most intriguing about the approach? What would be the most difficult in adopting the approach? Blue card Green card
- 26. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
- 27. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
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- 29. Strategizing in Novozymes Rasmus vonGottberg Corporate Development & Business Creation April 1st 2014
- 30. Microorganisms Enzymes Other proteins We findthe microorganisms in nature We grow them in big fermenters. From one microorganism to trilions in only 24 hours Global leader in industrial biotech
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- 34. Guiding strategy principles Strategizing isfor everyone Choices Common language Dialogue
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- 38. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
- 39. The qualityof the process The quality of the outcome Your level of involvement Your view on challenges within strategy in general We asked you some questions about your latest strategy process…
- 40. Analysis 1 out of10 point to analysis as a key challenge Engagement Twice as many state engagement as a key challenge Ownership and empowerment Engaging the organization Not having the right data Basing choices on facts
- 41. Choice 3 out of10 point to making choices as a key challenge Execution Twice as many state execution as a key challenge Ability to execute Linking strategy to actions Decide what not to do Making the tough choices
- 42. 1 2 34 high high low low Quality of process Quality of outcome Your view of the process correlates with your view of the outcome
- 43. 1 2 3 4 1 2 34 Your own level of involvement clearly impacts how you perceive the quality of the strategy process … Own level of involvement Perceived quality of process Engaging Effective Fun
- 44. 1 2 3 4 1 2 34 … and the same is true for your perception of the strategy outcome Own level of involvement Perceived quality of strategy Right choices Good execution
- 45. Key take- aways Engagement andExecution are typically bigger hurdles than analyses and choice A good process correlates with a good outcome Level of involvement correlates with both a good process and good outcome…
- 46. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
- 47. Reverse engineering applied Management dialogue Bridging to execution Role of Strategyoffice Strategy as on- going or one-off MAKING STRATEGY WORK
- 48. Frame the choice Convertissues into at least two mutually independent options that might resolve the problem Generate strategic possibilities Broaden the list to ensure consideration of an inclusive list of possibilities Specify conditions For each possibility, specify which conditions must hold true for it to be strategically sound Identify barriers to choice Determine which conditions you feel least confident are true Design valid tests For each key barrier, design a valid test sufficient for generating commitment Conduct tests Conduct hypothesis-driven analysis, testing the conditions with the lowest confidence first Choose Compare test results to key conditions and make informed choices MAKING CHOICES IN ORGANIZATIONS
- 49. What is true? Whatwould have to be true? MAKING CHOICES IN ORGANIZATIONS
- 50. What’s our Winning Aspiration? Wherewill we play? How will we win? What capabilities must we have? What management system are required? STRATEGY IS THE ANSWER TO 5 QUESTIONS
- 51. The brain makes thechoices The arms and legs execute the choices of the brain THE VIEW OF THE HUMAN BODY
- 52. IMPLICIT METAPHOR OFTHE CORPORATION Senior Leaders • The brains of the organization • Formulate the decisions • Create control procedures • Sell to get “buy-in” The Rank and File • The arms and legs of the organization • Implement the decisions • Controlled by procedures • Get “bought-in”
- 53. Corporate Level Cascade Strategic Group Cascade Individual Business Cascade A MORE USEFULCONCEPTION OF THE CORPORATION Winning aspiration Where to play How to win Capabilities Man. systems Winning aspiration Where to play How to win Capabilities Man. systems Winning aspiration Where to play How to win Capabilities Man. systems
- 54. 1. Explain thechoice that has been made and the reasoning behind it 2.Explicitly identify the next downstream choice 3.Assist in making the downstream choice, as needed 4.Commit to revisit and modify the choice based on downstream feedback SYSTEMS TO SUPPORT STRATEGY – CHOICE FRAMING
- 55. Agenda 10:00 Welcome &Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
- 56. 2. Scandinavian network “Playing ToWin” knowledge sharing 1. USA study tour w/Roger Martin (Winter 2014)
- 57. Enjoy the Buffet Playingto win How to make strategy work
- 58. No more slides now,go eat
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