Recent research from Deloitte shows that organizations that engage in a quarterly goal-setting process are 3.5X more likely to be in the top quartile of their industry when compared with those that follow an annual planning cycle. These high-performing organizations build a strategic thinking framework and a regular goal setting cadence that provides them with the flexibility to adjust their plan as circumstances change or new information comes to light. Your objective is more than just a strategic plan for your business. Your goal is to train your leadership to think more strategically in the rhythm of their day-to-day responsibilities. You'll leave this session with concrete steps you can take to increase the odds that what you set out to do as an organization is what you actually execute.

1. Strategy Execution
The Missing Link

2. Strategy is a commodity.
Execution is an art.
‐ Peter Drucker

3. "Without strategy,
execution is
aimless. Without
execution, strategy
is useless."
– Morris Chang, CEO of TSMC

4. What are some of
the biggest
challenges you
have faced in
executing your
strategy?

5. Tips, tools and
tactics for
improving your
execution

6. “At it’s essence, execution consists of a set of
behaviors performed consistently over time.”

7. Six sources of influence that
powerfully shape human behavior

8. Engage four or more sources and your
odds of success increase 10X!

9. How do you
move a
boulder?

10. “If you want to move that
boulder, you’re going to need a
longer lever.”

11. Get the Longest Lever You Can Find

12. Structure

13. A Picture is
Worth a
Thousand
Words . . .

14. IN CASE YOU WERE WONDERING, THIS IS NOT
A PICTURE . . .

15. Drive new total contract value (TCV) of _____ from ____ new
clients and deliver EBITDA of ____ of revenue while scaling
the business for sustainable growth and expansion
Sample One Page Strategic Planning Document
Become the global leader in ________ that continuously
optimizes the best for our people, our planet and our profit
Strategic Intent 20XX Strategic Objective
5 Key Strategies
Aligned Strategic Initiatives
Capitalize on a High
Performance Team and
Culture to drive innovation
and exceed strategic
imperatives
Optimize our customer-
centric Product Discipline
to drive market leadership,
customer satisfaction, and
profitability
Leverage our Unique
_______ Value
Proposition to deliver our
brand promise of ______
Maximize Strategic Client
Acquisition opportunities
within targeted verticals and
regions to drive accelerated
growth
• Executive Team
• Performance Management
• Learning Organization
• Build vs. Buy
• Industry-Specific
• Product Strategy
• Product Roadmap
• Thought Leadership
• Rebates and Incentives
• Market Research
• Manufacturing
• Logistics
• Deployment / Consulting
• Account Management
• TCV achievement
• Direct Sales
• Channels / VARs
High Performance
Team and Culture
Product Management
Discipline
Unique Value
Proposition
Scalable Operational
Processes
Strategic Client
Acquisition
Exploit Scalable
Operational Processes to
increase margins and
ensure effectiveness and
efficiency

16. Regular
Meeting
Cadence

17. “Never begin
a meeting
without an
agenda.”

18. “Never conclude a
meeting without asking,
who, does what, by
when, and how we will
follow up.”

19. Scale the structure
based on the size of
your organization.

20. OKRs (Objectives &
Key Results) – born
at Intel, made
famous by Google

21. Establish a
Regular Goal
Setting
Rhythm

22. Annual,
Quarterly,
Monthly?

23. “3.5X More
Likely to be in
the Top
Quartile of
their
Industry.”

24. What factors
should you
consider in
setting your
cadence?

25. Look beyond the executive
management level

26. Bottoms Up & Cross
Functional Approach to Goals

27. How do we create clear linkages between
my job and the company goals?

28. Software Tools Can Help

29. “The broader the base of participation in its
creation, the more likely you'll see follow
through in its execution.”

30. “If they don't weigh in, then they
won't buy in.”
– Pat Lencioni

31. Meet Dana
Born

32. Context is Key

34. Why is this product redesign such a big
deal?

35. Why is attracting and retaining top
talent such a big deal?

36. Relentlessly ask this
question:
“What is our most
important
priority?”

37. Connecting with values
Have you ever heard of Owlet?

38. We live in a VUCA world, things are
going to change.

39. What happens when things change?

40. Here again, context is key

41. Building a Strategic
Thinking Framework
for your Organization

42. Hindsight, Insight, & Foresight

43. Cultivate the
Ability to
Anticipate

44. Hard Trends vs.
Soft Trends

45. Killing Projects, a New Core
Competency
• [Rita McGrath]

46. Let’s Connect
Dan Griffiths is the Director of
Advisory Services at Tanner, a
CPA firm based in Salt Lake City.
He provides strategic and
business planning, business
coaching, and leadership
development. Contact Dan at:
dgriffiths@tannerco.com
Or connect with him on LinkedIn:
www.linkedin.com/in/dangriffiths
cpa