An essential element of leadership is growing the organization’s capability to deliver more value. While most leaders have a good idea of what they want the organization to do, they struggle to translate their vision into focused and effective action.
Executives need a well-defined process to manage the translation of their vision and strategy into targeted, synchronized execution – a strategy-to-execution process. When business architects design, implement, and optimize this process, organizational performance increases exponentially.
This presentation reviews:
• A process framework to clarify vision and translate it into crisp strategies;
• Capability based operating models;
• Identify the capability enhancements required for strategy realization, and
• Identify the investment roadmap that creates the most value for the organization
Strategy Lesson From the Trenches - S2E Case StudyAccelare
Capability-based planning improves business alignment. This case-based deck looks at successes and challenges from companies who have institutionalized the Strategy to Execution process from Accelare co-founders Jack Calhoun and Mark McCormick lessons learned in the field.
Strategy Lesson From the Trenches - S2E Case StudyAccelare
Capability-based planning improves business alignment. This case-based deck looks at successes and challenges from companies who have institutionalized the Strategy to Execution process from Accelare co-founders Jack Calhoun and Mark McCormick lessons learned in the field.
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. 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
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Design decisions in job architectures and competency modeling June 2020Steven Forth
Skill and competency management has emerged as a required function for organizations struggling to adapt to new circumstances. A well designed skill and management program can square the circle of resilience - efficiency - adaptation, allowing organizations to shift gears from one mode to another. Implementing skill and competency management requires a series of design decisions.
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
Lessons learned launching and scaling capability management november 2020Steven Forth
Lessons learned in launching and scaling capability management projects. Big bang or start small. One large model or many linked models. The roles of leadership. Delivering value to employees first.
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Behavioral Skills Toolkit created by ex-Deloitte Consultants | Includes Trainings on Presentation Skills, Communication kills, Negotiations Skills, Time Management, Team management, Leadership Developement
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Analysis is so important to agile teams they do it every day. Every. Single. Day. In some respects agile teams perform analysis in a very different manner than traditional teams, and in some respects in a very similar manner. Agile analysis is collaborative and evolutionary in nature. Disciplined agile analysis takes it up a notch to address the complexity factors agile teams face at scale.
In this presentation we discuss how disciplined agile teams address analysis activities throughout the lifecycle. The transition to agile requires a mindset, skill set, and very often role change for people who are currently business analysts. On the majority of agile teams the role of business analyst has disappeared, but in some situations at scale the role is of vital importance – this isn’t your father’s software team any more. Lessons learned from several organizations making the transition to agile will be shared.
Key learning points:
• Discover how disciplined agile teams approach analysis, and modeling in general
• Learn agile analysis and modeling strategies
• Discover how business analysts can transition to an agile environment
Video can be found here: https://www.youtube.com/watch?v=-8tR-UbUpvI
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. 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
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Design decisions in job architectures and competency modeling June 2020Steven Forth
Skill and competency management has emerged as a required function for organizations struggling to adapt to new circumstances. A well designed skill and management program can square the circle of resilience - efficiency - adaptation, allowing organizations to shift gears from one mode to another. Implementing skill and competency management requires a series of design decisions.
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
Lessons learned launching and scaling capability management november 2020Steven Forth
Lessons learned in launching and scaling capability management projects. Big bang or start small. One large model or many linked models. The roles of leadership. Delivering value to employees first.
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Behavioral Skills Toolkit created by ex-Deloitte Consultants | Includes Trainings on Presentation Skills, Communication kills, Negotiations Skills, Time Management, Team management, Leadership Developement
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Analysis is so important to agile teams they do it every day. Every. Single. Day. In some respects agile teams perform analysis in a very different manner than traditional teams, and in some respects in a very similar manner. Agile analysis is collaborative and evolutionary in nature. Disciplined agile analysis takes it up a notch to address the complexity factors agile teams face at scale.
In this presentation we discuss how disciplined agile teams address analysis activities throughout the lifecycle. The transition to agile requires a mindset, skill set, and very often role change for people who are currently business analysts. On the majority of agile teams the role of business analyst has disappeared, but in some situations at scale the role is of vital importance – this isn’t your father’s software team any more. Lessons learned from several organizations making the transition to agile will be shared.
Key learning points:
• Discover how disciplined agile teams approach analysis, and modeling in general
• Learn agile analysis and modeling strategies
• Discover how business analysts can transition to an agile environment
Video can be found here: https://www.youtube.com/watch?v=-8tR-UbUpvI
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Strategy Snapshot Webinar - Session 1.
Discussion on focus for speeding up the strategy planning process with emphasis on continuous management and execution.
SDLC Transformation: How Paychex Began Adopting Rational CLM (+ Agile) & Adap...Tom Sylvester
This presentation was given by Tom Sylvester at IBM Innovate 2014 in Orlando, Florida. This presentation is essentially a case study/lessons learned as Paychex has worked on transforming to Agile and implemented Rational Jazz tools (ex. Rational Team Concert) to support the process and teams.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
How to build your strategic plan in 7 stepsLaurent Bouty
Building a plan is never easy!! When did we start to think about strategy? Why should we plan? is it difficult? Some extract from lecture I give in MBA class. Enjoy, share and send me cases, examples, ideas how we can improve strategy planning.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Understanding Roles on an Agile ProjectKent McDonald
The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
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.
PMOs are struggling to respond to today’s mandate for business transformation. Too many think that Agile execution is the panacea to fix all their problems. But it will take more than just a different execution methodology to respond to this mandate. This session will shine a spotlight on these specific imperatives, highlighting the importance of addressing each one to more effectively orchestrate business transformation.
Speaker: Ben Chamberlain, UMT360
Many organizations claim that they practice project & portfolio management (PPM), but it frequently turns out that they are only carrying out consolidated project management. True portfolio management is a much more strategic approach, which regards the project portfolio as the means of executing upon organizational goals.
This distinction, though minor on its surface, is profound in its implications. Organizations that fail to adopt portfolio management risk making costly mistakes throughout all aspects of project delivery – including approving the wrong projects, managing them incorrectly, failing to recognize business-related warning signs, and consistently failing to achieve expected results.
Learn how to:
Achieve a strategic portfolio management focus
Manage PPM as an end-to-end process, from ideas to benefit realization
Create consistency in developing proposals and business cases
Focus on business outcomes rather than project deliverables
Build a successful portfolio management culture at the grass roots level
The Five Most Important KPIs for Services CompaniesJeanne Urich
The 5 financial metrics critical to the success of services organizations.
How to apply these KPIs to drive new levels of growth and profitability.
Near, and long term, recommended actions.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
This presentation outlines the notion that you must build a set of specific of interconnected capabilities to execute strategy and continue to improve that performance and process over time.
Loughridge Transformations' Webinar: Process Model - Begin with BasicsJennifer Loughridge
Many organisations don't know where to start when introducing a process model. Most of us have read about or even experienced the benefits firsthand. However, understanding where and how to start is difficult. Determining a fit-for-purpose process model for your organisation and ensuring the critical elements are not overlooked can be even more challenging.
So, how do you do it? It is all about understanding and strategically deploying the right components.
In this webinar, you will learn:
- what are the seven must-do items in process model deployment
- why mindset is a gamechanger
- how to realise process model benefits as early as possible
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
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
Learn from Forrester analyst, Margo Visitacion, about the basics to understand where your portfolio management stands today and how to build your portfolio management engine to become more strategic.
Role of the CFO in Selecting and Implementing Enterprise SolutionsProformative, Inc.
Review the critical role and steps the CFO plays in the decision and implementation of an Enterprise solution to assure that the implementation, investment, and results are successful. Marketing Associates CFO Ryan Russell discusses the process their organization went through to eliminate and consolidate ten disparate legacy systems into a Professional Services Automation solution, which helped drive revenue growth by 34% over three years. In addition to revenue growth Marketing Associates improved operational efficiencies through automation of workflow, reporting metrics, and cash flow.
Speaker: Ryan Russell, CFO, Marketing Associates LLC
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 2
Role of the CFO in Selecting and Implementing Enterprise Systems in a Profess...Changepoint
This presentation was originally given at the ProformaTECH Corporate Finance Technology Conference in 2014.
Ryan Russell, CFO, Marketing Associates, LLC discusses the role of the CFO in selecting and implementing enterprise systems in a professional services organization including:
- Exploring New Systems
- Methodology Overview
- Post Implementation / Continuous Improvement
- Dashboards and Analytics
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Managing the Strategy to Execution Process
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VP/ Business & Technology Strategy
Accelare Webinar
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