This document discusses five pillars for successfully executing large transformational initiatives that face significant challenges: 1) Ensuring people understand the initiative with energy and passion, 2) Constructing a flexible plan that can adjust based on market changes, 3) Creating a powerful execution structure such as a dedicated team, 4) Building a balanced execution team with experience managing high-change ventures, and 5) Differentiating facts from opinions and acting on facts through a performance management system that asks what happened, why, if it will continue, and what will be done about it. Traditional management techniques are often insufficient for addressing today's quick changes, and taking the road less travelled is necessary to achieve results.

1. That doesn't
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Results. Nothing less.

2. We have 25+ years of
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3. Let’s talk about program delivery
tactics. Specifically, those which
are worn-out, overly focused on
‘command-and-control’, and
– in the end – thoroughly
unsuccessful.

4. The problem: Highly experienced
managers struggle to question
treasured beliefs.
In the face of undeniable evidence, many prefer
to squeeze out yet another increment of
efficiency. They believe it’s safer than
striking out in new directions.

5. Now, beyond doubt,
“management” was one of
the 20th-century’s greatest
inventions. However, it was
never designed to deal with
the quick-fire changes that
we see around us today.

6. Falling entry barriers… disruptive
technologies… growing customer
power… Now, these relentless
direction changes are the new
“normal".
There’s just one problem.

7. Little progress has been made
with “management”.
20s 40s 60s 80s 00s
30s 50s 70s 90s
Techniques for organising
people, strategic planning,
capital budgeting and running
major projects have remained
mostly unchanged for decades.

8. So what happens when management
is faced with a root-and-branch
transformative challenge?
One that will be hugely challenging; life will
be traumatic until it’s finished. No one
knows if this program is achievable – but
top management want it done.

9. More often than not,
it’s a case of denial
or rabbits
in headlights.

10. What can be done to change this
mindset, avoid glacial
management techniques,
and spectacularly boost
chances of success?

11. Five pillars will help companies
knock over yesterday’s
management thinking, master
new imaginative delivery
approaches - and put them
back in the driving seat.

12. Pillar 1: Make sure people really
understand the initiative
Many top managers understand these problems. But
somehow remain prisoners of sterile business
language: superiority, advantage, efficiency, value,
leadership, and “high-performance”.
Managers must get the message across with energy and
passion – and in plain English. This way people not only
buy the story – but are willing to act on

13. Pillar 2: Construct a realistic
but flexible plan
Break work up into logical cycles – act – learn – and,
based on what happens in the market, adjust for the
next cycle.
This serves as a catalyst for further change – often
beyond the original intent. When change is the rule,
standard techniques won’t make the grade.

14. Pillar 3: Create powerful
execution structure
The key to accountability is structure. Several
organisational options exist – ranging from a simple
coordination style through a more formal matrix
structure – to dedicated taskforces. For major
transformations a dedicated team approach works
best.

15. Pillar 4: Build a well-balanced
execution team
Execution must be driven by people with a winning state
of mind – people who can shake things up.
“Heavyweight” – experienced in managing high tempo,
high-change ventures.
This subject gets limited attention in many companies –
yet it is the single most important factor behind
failing programs.

16. Pillar 5: Differentiate between facts
and opinions, and act on facts
Pragmatism is at the heart of execution.
The performance management system is
pivotal - asks four basic questions:
• What has happened?
• Why has it happened?
• Is it going to continue?
• What are we going to do about it? ?

17. Executing ground-breaking programs is a
craft without gimmicks.
There is no recipe that guarantees
success – there are no shortcuts.
Execution is not abstract – it is concrete – and far
too rich in complexity to be reduced to superficial,
dumbed-down templates and blueprints.

18. Without measurement and accountability,
there will be a decline in performance.
With it, there will be stability, and usually,
improvement in performance.
There must be extraordinary intensity
in the review process.
Along with a willingness to have
a frank and open exchange – tough if
necessary – and to focus on the truly
significant drivers of the task.

19. So – pause for a moment – reflect on a few words
from Robert Frost’s poem, “The Road not Taken”.
Consider knocking over outmoded management
wisdom to get the results you want:
Two roads diverged in a wood, and I –
I took the one less travelled by,
and that has made all the difference.

20. Mentor has a proven approach that ensures
you succeed with your toughest execution
challenges.
Our direct, gritty, truth-telling approach helps
companies deliver their toughest execution
challenges. We’ve seen it all – everything from
helping greenfield startups launch, to working with
large global companies delivering business-critical
programs worth hundreds of millions of pounds.
Visit mentoreurope.com to find out how we deliver results.