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GUINNESS CAMEROON SA

Translating Strategy To Operational Excellence Ekwunife OkoliMD, Guinness Cameroon SA

Chartered Institute of personnel Management of Nigeria (CIPMN)2007 Annual conference, Calabar

October 2007

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1. Common misconceptions around strategy and execution

Strategy formulation is more important than execution

More intelligent and fast rising managers on strategyformulation not execution.

Senior leadership develops the strategy, whilst junior Managers and staff execute.

If your job does not involve strategy development, you Are not important in the organisation

The most damning comment to a manager is not Strategic, whilst the most exhilerating is very strategic

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Therefore

Everyone is joining the strategy

band wagon in todaysorganisations.

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and Execution has been leftto the underdogs.

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Hence, there is a big gap

between strategy and executionIn todays organisations

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Businesses that understandthe reasons for this Gap , andable to bridge it, enjoy a majorcompetitive advantage.

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WHY POOR EXECUTION TODAY?

1. Managers are trained to plan,not execute.

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WHY POOR EXECUTION TODAY?

2. Corruption/Lack of integrityleads to wrong decisions andactions

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Why Poor Execution Today?

3. Strategy is disconnected from

execution.

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Why Poor Execution Today?

4. Things do not always go

according to Plans

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Why Poor Execution Today?

5. Execution is hard Work

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FROM STRATEGY TO EXECUTION:- What does it take?

Leadership!

More Leadership!

Even more Leadership!

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and a little bit more

Structure

Process &Systems

ChangeMgmt.

Content

Leadership

People

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1.Role of Leadership in Execution

1.Bring the strategy to life for

everyone through compellingvision and communication.

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1.Role of Leadership in Execution

2. Align the entire organisationto the Strategy and goals.

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1.Role of Leadership in Execution

3. Build and inspire the teamtowards executing the strategy

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1.Role of Leadership in Execution

4. Prioritise, define roles, allocateresources, and removeexecutional obstacles.

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1.Role of Leadership in Execution

5. Integrate short and long termplans and goals; businessand individual goals;functional and businessgoals etc.

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1.Role of Leadership in Execution

7. Tie team and individualrewards to performance

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1.Role of Leadership in Execution

8. Create the right organisational

culture and values thatsupports execution.

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2. The Role of Organisational structure

Business structure should

reflect, and be driven primarilyby, the business strategy.

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3. Processes and systems

Efficient processes and systems

enable consistently highstandards of execution

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4. Content of Strategy

Bad strategy begets poorexecution and results, so itsimportant to have a soundstrategy

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5. Change Management

Strategy execution oftenInvolves managing change

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Conclusion

Most organisations are very good at developing effective

strategies, but only a few can execute effectivelyBusinesses that are good at execution, consistentlyOutperform others, even when they have better strategies.

The strategic process is not complete until the strategyhas been successfully executed and the goals realised.

Execution is not taught in schools, hence businessesshould train their managers to execute effectively

Executional capability is perhaps the most valuableCompetitive advantage of today, and organisations shouldreward managers who are good at it

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IF YOU FORGET EVERYTHING ELSE, PLEASE REMEMBER:

EXECUTION IS ABOUT PEOPLE ,

SO THE BOTTOMLINE ISLEADERSHIP