Strategy execution (pp tminimizer)

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Strategy ExecutionStrategy ExecutionThe Discipline of Getting The Discipline of Getting

Things DoneThings Done


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Redefining Redefining Strategy ExecutionStrategy Execution


Execution is a discipline, and Execution is a discipline, and

integral part to strategyintegral part to strategy

No worthwhile strategy can be planned

without taking it into account the

organization’s ability to execute it


Execution is the major job of the Execution is the major job of the

business leaderbusiness 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


Execution must be a core element Execution must be a core element

of an organization’s cultureof an organization’s cultureExecution has to be embedded in the reward systems

and in the norms of behavior that everyone practices.


ThreeThree Building Blocks of Building Blocks of

ExecutionExecution


Building Block OneBuilding Block One: The Leader’s : The Leader’s

Seven Essential Behaviors Seven Essential Behaviors

Building Block Two:Building Block Two: Creating Execution Creating Execution

CultureCulture

Building Block ThreeBuilding Block Three: The Job No : The Job No

Leader Should Delegate – Having the Leader Should Delegate – Having the

Right People in the Right PlaceRight People in the Right Place


Building Block OneBuilding Block One: :

The Leader’s Seven The Leader’s Seven

Essential Behaviors Essential Behaviors

1. Know Your People and Business.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





2. Insist on Realism2. Insist on Realism

• Realism is the heart of execution, but many

organizations are full of people who are trying to avoid

or shade reality

• Start by being realistic yourself. Then make sure

realism is the goal of all dialogues in the organization





3. Set Clear Goals and Priorities3. Set Clear Goals and Priorities

• Leaders who execute focus on a very few clear

priorities that everyone can grasp

• Focusing on three of four priorities will produce the

best results for the resources at hand

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4. Follow Through4. Follow Through

• Clear, simple goals don’t mean much if nobody

takes them seriously

• The failure to follow through is widespread in

business, and a major cause of poor execution





5. Reward the Doers5. Reward the Doers

• If you want people to produce specific results, you

reward them accordingly.

• This fact seem so obvious, yet many corporation do

such a poor job of linking rewards to performance

that there’s little correlation at all





6. Expand People’s Capabilities via Coaching6. Expand People’s Capabilities via Coaching

• As a leader, you’ve acquired a lot of knowledge and

experience – even wisdom – along the way. Your job is

passing it on the next generation of leaders.

• This is how you expand the capabilities of everyone else

in your organization, collectively and individually.






7. Know Yourself7. Know Yourself

Without emotional fortitude, you can’t be honest

with yourself, deal honestly with business and

organizational realities, or give people forthright

assessments.



Building Block Two:Building Block Two:

Creating Execution Creating Execution

CultureCulture

The basic premise

is simple:

Culture change

gets real when your

aim is execution.




CultureCulture

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.




CultureCulture

First, you tell people clearly what results you’re looking for.




CultureCulture

Then discuss how to get those results, as a key element of the coaching process.




CultureCulture

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!


Building Block ThreeBuilding Block Three: :

The Job No Leader The Job No Leader

Should Delegate – Should Delegate –

Having the Right Having the Right

People in the Right People in the Right

PlacePlace

Why the Right

People Aren’t in

the Right Jobs?


• The leaders may not know enough

about the people they’re

appointing

• The leaders may pick people with

whom they’re comfortable

(psychological comfort), rather

than others who have better skills

for the job

• The leaders may not have the

courage to discriminate strong and

weak performers and take the

necessary actions.


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


The execution-oriented leader

devoted an inordinate amount of

time and emotional energy to hiring,

providing the right experiences for, and developing leaders.


Core Process of Core Process of ExecutionExecution


Strategy ProcessStrategy Process

People ProcessPeople Process

Operational ProcessOperational Process

Core Process of ExecutionCore Process of Execution


Strategy Strategy

ProcessProcessDefines where

a business

wants to go


• What is the assessment of the external environment?

• How well do you understand the existing customers

and markets?

• What are the critical issues facing the business?

• What is the best way to grow business profitably?

• Can the business execute the strategy?

• What are the important milestones for executing the

plan?

A strong strategic plan must address the following A strong strategic plan must address the following

questions:questions:


Strategy Execution Review Strategy Execution Review

QuestionsQuestions

• How strong is the organizational

capability to execute the strategy?

• Is the plan scattered or sharply

focused?

• Are the linkages with people and

operations clear?


People People

Process Process

Defines who’s

going to get it

there


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.


Robust People Process based on the Robust People Process based on the

following building blocks:following building blocks:

• Linking to strategic plan and business

results

• Developing the leadership pipeline though

continuous improvement, succession depth,

and reducing retention risk

• Deciding what to do about non-performers


Operation Operation

ProcessProcess

provides the

path for those

people.


A robust operation process

focuses on an operating

plan that links strategy and

people to results.


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.


Source of Reference:

Larry Bossidy and Ram Charan, Execution : The

Discipline of Getting Things Done, Crown Business

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