The document discusses strategy execution and outlines three key building blocks for effective execution: 1) The leader's seven essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture by setting clear expectations, discussing how to achieve results, and rewarding results. 3) Having the right people in the right jobs by ensuring a robust people process that is linked to the strategic plan and focuses on leadership development, performance management, and succession planning. Effective execution also requires alignment between the strategy, people, and operational processes.

1. Strategy Execution The Discipline of Getting Things Done

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3. Redefining Strategy Execution

4. Execution is a discipline, and integral part to strategy No worthwhile strategy can be planned without taking it into account the organization’s ability to execute it

5. Execution is the major job of the business leader Execution requires a comprehensive understanding of a business, its people and its environment – and the leader is only person in a position to achieve that understanding Only the leader can make execution happen, through his/her deep personal involvement in the substance and even the details of execution

6. Execution must be a core element of an organization’s culture Execution has to be embedded in the reward systems and in the norms of behavior that everyone practices.

7. Three Building Blocks of Execution

8. Building Block One : The Leader’s Seven Essential Behaviors Building Block Two: Creating Execution Culture Building Block Three : The Job No Leader Should Delegate – Having the Right People in the Right Place

9. Building Block One : The Leader’s Seven Essential Behaviors 1. Know Your People and Business. Leaders have to live their business. In companies that don’t execute, the leaders are usually out of touch with the day-to-day realities

15. Building Block One : The Leader’s Seven Essential Behaviors 7. Know Yourself Without emotional fortitude, you can’t be honest with yourself, deal honestly with business and organizational realities, or give people forthright assessments. visit: www.studyMarketing.org

16. Building Block Two: Creating Execution Culture The basic premise is simple: Culture change gets real when your aim is execution.

17. Building Block Two: Creating Execution Culture You don’t need a lot of complex theory or employee surveys to use this approach. You just need to change people’s behavior so that they produce results.

18. Building Block Two: Creating Execution Culture First, you tell people clearly what results you’re looking for.

19. Building Block Two: Creating Execution Culture Then discuss how to get those results, as a key element of the coaching process.

20. Building Block Two: Creating Execution Culture Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give other jobs, or let them go. When you do these things consistently, you create a culture of getting things done!

21. Building Block Three : The Job No Leader Should Delegate – Having the Right People in the Right Place Why the Right People Aren’t in the Right Jobs?

23. The leaders aren’t personally committed to the people process and deeply engaged in it !!

24. The execution-oriented leader devoted an inordinate amount of time and emotional energy to hiring, providing the right experiences for, and developing leaders.

25. Core Process of Execution

26. Strategy Process People Process Operational Process Core Process of Execution

27. Strategy Process Defines where a business wants to go

30. People Process Defines who’s going to get it there

31. A robust people process provides a powerful framework for determining the organization’s talent needs over time, and for planning action that will meet those needs.

33. Operation Process provides the path for those people.

34. A robust operation process focuses on an operating plan that links strategy and people to results.

35. Operating plan includes the programs your business is going to complete within one year to reach the desired levels of such objectives as earnings, sales, margins, and cash flow.

36. Source of Reference: Larry Bossidy and Ram Charan, Execution : The Discipline of Getting Things Done , Crown Business Publication