Strategy_Execution_as_a_competitive_advantage:_slides_Egypt_event_Jeroen_De_Flander

Your next competitive advantage?

Next Generation Strategy Event
Jeroen De Flander
Cairo, 12 October 2010

Roger L. MARTIN Costas MARKIDES Michael PORTER Jeroen DE FLANDER

Strategy & Strategy & Strategy & Strategy &
Design Thinking New Markets Competitiveness Implementation

1. … is a discipline of its own

2. … is a vast area with blurred borders

3. … is on its way to maturity

4. … requires a great strategy

5. … requires your attention from the start

6. … has a strong timing sequence

7. … should integrate organisational and individual performance

8. … demands clear responsibilities

9. … requires horizontal alignment

10. … asks for measurement

11. … is a resident

11. … is a resident
12. … needs heroes

1. Did you know that companies loose between 40 to 60% of
their strategy during implementation?
Harvard Business Review

2. Do I know exactly where my company, department or
team is losing performance?

3. What can I do to close the execution gap?

“However beautiful the strategy,
you should occasionally look at the results”
- Sir Winston Churchill

1. Strategy Focus
2. Strategy Communication
3. Initiative Management
4. Individual Objective Setting
5. Skilled Managers
6. Engaged People and Performance-Driven Culture
7. Performance-Related Pay
8. Support for Managers
“Don’t measure performance by what you
have accomplished, but by what you should
have accomplished within your capabilities.”

Skilled Managers

Engaged People &
Performance-Driven Culture

Strategy Focus

Individual Objective Setting

Support for Managers

Performance-Related Pay

Strategy Communication

Initiative Management

Extract from the Strategy Execution Barometer

“Initiative management is the spot
where strategy translates into practice
or remains on paper forever”

1. Strategic initiatives: poorly staffed and budgeted
_ 49% of all strategic initiatives are poorly budgeted and staffed
_ 92% of all managers are unhappy with resource allocation

2. Strategic projects lack transparent accountabilities
_ 1 in 4 managers: responsible for key strategic projects?
_ 79% of all managers find the project accountabilities unclear
3. Mismatch between project portfolio and strategy
_ 1 in 5 projects fail to support the strategy
_ 85%: mismatch between project portfolio and strategy

_ Initiative management builds on the results of something else.
_ It crosses the traditional silos so the ownership is often blurred
_ It requires sound decision-making – decisions which are not
always yours to take
_ It’s often in addition to the daily work

“Initiative management is the fleet of trucks
that you use to deliver your strategy to its
final destination. They are your main
strategy transporters.”

“Look beyond the send button and shift
your focus to the receiving end”

1. SM: know (care?) if managers understand the strategy?
_ 33% of all managers are never actually asked the question
_ worst score of all communication elements surveyed
2. Managers lack information on their colleagues’ goals
_ 83% is unhappy with the strategy info from colleagues
_ 24% don’t receive anything at all
3. Managers: no clear view on SE process
_ 44% receives no information
_ Comes in last after strategy understanding (point 1)

1 Performance 0+0=8
2 Get rid of the strategy tourists
3 Simplify

1 Performance 0+0=8

“A strategy Execution framework
should be simple, easy-to-communicate
and visually strong”


“A strategy, even a great one, doesn’t implement itself”

“Strategy Execution is the responsibility that makes or breaks
executives”*

“Strategy Execution is all about
realising the full potential of your
strategy – and not limiting yourself to
only 50, 60 or 70 percent”

*Alan Branche & Sam Bodley-Scott


PowerPoint fanatic From PowerPoint to practice

Do as I say, not as I do Actions speak louder than words

We need to start from scratch Let’s see what works

I’m too important to focus on execution Execution is my priority


“Strategy Execution isn’t something others are doing while you are
working on something more important.”

“Your Strategy Execution role is part of your overall
leadership role.”

“A good leader is a strategist as well as an implementer.
It’s not a question of either/or.”

“Most managers find it easier to define a new strategy than
it is to implement the existing one.”

“Execution is part of your management job. It may sound boring,
but nevertheless it is your job.”

3 Simplify

The best way to get me ANGRY!
VERY ANGRY!!

“Oh, but this action demands only 1 hour

… every quarter
… from each employee”

3 Simplify

1 hour every quarter in a company with 1000 employees
=
2.6 full time equivalents !

“Any intelligent fool can make things bigger and more complex.
It takes a touch of genius – and a lot of courage – to
move in the opposite direction”
- Albert Einstein

3 Simplify

So... _ Would you like to introduce something that worked
very well in your former company?
_ Would you like that everyone implements the
models you have designed?
_ Do you get a kick out of complex theoretical models?
_ Do you know what already exists?
_ Did you think about creating something completely
new?
_ Have you tested it?
_ Did you decide that integration was needed?
_ Never thought about eliminating ‘dead wood’?

4 Avoid the budget boomerang
5 A 10 minutes BSC master class
6 12 crucial tips to set objectives

4 Avoid the budget boomerang

_ Start with a solid strategy review
_ Debate assumptions
_ Finish what you started
_ Don’t put the support departments on a yo-yo, stop-go diet
_ Think like Johan Cruijff
_ Review all project spending
_ Make sure you are ready for the turnaround
_ Budgeting = the perfect airline
_ Cost cutting ≠ stop investing
_ Avoid complex financial transfer mechanisms


1. Don’t believe IT companies
– It’s a process, not a tool
– It’s about cascading strategy, not KPI’s
2. Get your vocabulary strait
– An objective is not a measure is not a target
3. Less is more or “20 = plenty”
4. The BSC is not the end station… so don’t stop!
5. BSC ≠ ideal solution for improving individual performance
6. Automate with care!


1. Senior management is not convinced and shows little
commitment
2. BSC = developed by ‘the happy few’
3. The internal/external project members have limited or only
theoretical knowledge
4. BSC = only used by top management
5. The scorecard stays too long in the development stage before
it’s launched and used
6. There are not enough links to the strategy and planning
processes
7. The content of the BSC is unrealistic
8. BSC = only used for remuneration purposes


1. Promote benefits / not mechanics
2. Keep it simple
3. Set goals for goal setting
4. Develop the necessary skills
5. Make sure the top also have individual objectives
6. Make sure it all adds up
7. Don’t be too smart
8. Don’t assume a yes is always a yes
9. Get the leadership objectives right
10. Build a feedback culture
11. Monitor the quality


When your employee says ‘yes’ to the strategy....
....what does (s)he really say?

I will make the strategy happen, no matter what
or
I will work hard (effort ) to implement the strategy
or
I see the benefits of the strategy and will contribute to the implementation
or
I don’t see the benefits but don’t want to loose my job
or
I’m against the strategy, don’t want to implement but I don’t tell it in your face


Ask yourself the follow 5 questions:

1. Do I understand the overall strategy?
2. Do I understand the objectives defined on the organisational
level above you?
3. Do I communicate the strategy to my team / stakeholders?
4. Do I visualise the link between lower – and higher level
objectives?
5. Do I take responsibility to align objectives across hierarchical
levels?

7 Take coaching to the next level
8 Strategy Communication:
helicopters, pyramids and more
9 What they did not teach you in
college…


AWARENESS
+
RESPONSIBILITY
“Coaching is unlocking a person’s potential to maximise
their own performance. It’s helping them to learn
rather than teaching them.
- Tim Gallwey


_ Meteoric rise in popularity over the last 20 years
_ Unlock future performance <> current performance
_ Ask questions and learn to listen
_ Strategy Execution hero = coaching predominant style
_ Need for a new leadership style in many companies
_ The end of “do as I say, not as do “
_ Watch out for the Wild, Wild West of coaching


Coaching - the 7 maturity stages

Coaching is ‘how we do business’ with all our stakeholders 7
Coaching is the predominant style of managing throughout the organisation 6

Coaching is embedded in the HR and performance management processes 5
Coaching is a norm for individuals, teams and the whole organisation 4
The organisation actively supports coaching endeavours 3

The organisation develops its own coaching and mentoring capacity 2
The organisation employs coaches for some of its executives 1

Adapted from Peter Hawkins and Nick Smith


1. Develop & communicate a shared vision on coaching
2. Create a coaching culture
3. Understand and solve the drama triangle
4. Implement a coaching development platform
5. Coach the coach

8 Strategy Communication: helicopters, pyramids and more

Your strategy .. you told someone .. who told someone .. who told someone


_ Continuously collect data
_ Be inspired
_ Dig & digest

_ Turn data & ideas into ambition
_ Your conceptual skills and fuel are the limit

_ Master The Pyramid Principle®
_ Become an author
_ Think quality and absorption


_ Who needs to know what?
_ How are we going to make the knowledge available?
_ The platform

_ What are the best learning methods?
_ How can we motivate people to learn?
_ Awareness, Connectivity, Motivation & Responsibility

_ Manage the time lag between learning and doing


… a compelling business case that creates enthusiasm and inspires
people.
… a simple storyline so it’s easy for employees to pick it up and
repeat the story vividly at the kitchen table.
… consistency. Stick to the message and make sure others do too.
… to be easy to relate to. People need to see how they fit in.
… great communication skills to get the strategy into the heads,
hands and harts of the employees.
… a heavy investment in awareness creation.
… role models.


1. Work on the communication skills of your CEO
2. Give your strategy a face
3. Be able to answer the question “What’s in it for me?”
4. Treat your strategy as your core product
5. Don’t rush but avoid gold-plating

“When you are tired of the strategy story, you have
probably reached 3% of the target population”

9 What they did not teach you in college…

Develop a sixth sense
Learn to allocate the problem
Pick the right size
Be honest about your ability to build capabilities

Work on your basic skill set first
Discuss people development at every opportunity
Coach and be coached

Get know as someone who gets things done
Value people who make a difference

Stay hungry
Build a network of peers
Source: the performance factory. More info: visit the-performance-factory.com

10 Review your strategy review
process
11 Grow leaders and capabilities
12 Master the matrix

10 Review your strategy review process

“Future performance is born today…”


“… even in times of crisis”

Harvard Management Update (Baveja, Ellis, Rigby March 2008): a study of more
than 700 companies over a six-year period found that “twice as many companies
made the leap from laggards to leaders during the last recession (90-91) as during
surrounding periods of economic calm.” And most of these changes lasted long
after the recession was over - a clear indication that what you do during the crisis
determines your position when it’s over.


1. Industry dynamics:
– Don’t limit yourself to listening to what others write or say. Dig in!
– 50%* of the companies are changing – or planning to change − their business
model. Find out what changes have occurred in your industry.
2. Leadership dynamics:
– How well did the captains on the ship perform during this extreme crisis?
– Any signs of burn-out?
– Is their style suitable to guiding the company through the recovery period?
– Key people: are they going to stay or waiting for the right moment to leave?
3. Budget dynamics:
– How fast can we make budget changes?

*KPMG research involving 852 companies in 29 countries


4. Customer dynamics:
– You were well aware of your customers’ needs before the crisis. But do you
still know what they are today?
– What’s the impact on my customers’ needs, loyalty, …?
5. Decision dynamics:
– The crisis has scared many executives.
– Many of them became hyper-vigilant and risk averse.
– Are your executives just risk averse or paralyzed?
6. Execution dynamics:
– Restructuring = negative impact on morale and change capacity.
– Key take-away = previously approved strategy could very well be less
realistic today, due to reduced execution capacity in your organisation.


1. No company-wide view on skills development
2. Too much at once
3. Assumed that senior managers meet the skills standard
4. Successful development isn’t clearly understood
5. Training starts before the process is clear
6. All efforts goes into the development of a few skills
7. Too expensive
8. Average quality trainers and coaches


1 Define what you need and how you are going to get it
3 Design world-class learning interventions
5 Set development objectives

1 2 3 4 5 6

6 Measure success
4 Execute flawlessly
2 Manage your development portfolio

71

12 Master the matrix

1. Get it on paper
2. Mastering the matrix = organisational design
3. Include size and growth rate in the equation
4. Dare to change the power balance
5. A necessary topic at your next management team meeting
6. Rotate
7. Steer projects together
8. Take care of strategic planning.
9. Relationship-building takes time
10. Learn to live with it
11. Who's the boss?

1. “A strategy, even a great one, doesn’t implement itself”
1.

2. Most companies loose 40 to 60% of their strategic potential

3. You need to know exactly where you loose performance

4. Use the concept of the 8 to link individual and organisational performance

5. Sound Strategy Execution creates competitive advantage

6. “Future performance is born today…even in times of crisis”
6.

7. Remember the managers’ crucial role. Take on the challenge and be a hero!

250+ useful Actionable, up-to-date
implementation tips benchmark information

Join us on

Jeroen De Flander is a seasoned international
Strategy Execution expert, top executive coach,
seminar leader and highly regarded keynote speaker.
Jeroen has helped more than 15,000 managers in 16
countries master the necessary execution skills.
He is co-founder of the performance factory – a
leading research, training and advisory firm which is
solely focused on helping individuals and
organisations increase performance through best-in-
class Strategy Execution.
For several years, he was the responsible manager
worldwide of the Balanced Scorecard product line for
Arthur D. Little – a leading strategy consulting firm.
The 50+ companies he has advised on various
strategy execution topics include Atos Worldline, AXA,
Base, Bridgestone, CEMEX, GDFSuez, Honda, ING,
Johnson & Johnson, Komatsu and Sony.
To book Jeroen to speak at your next event or to run a
strategy execution seminar for your company, please
contact him through his website
www.jeroendeflander.com or
jeroen@jeroen-de-flander.com

Your next competitive advantage?

Strategy_Execution_as_a_competitive_advantage:_slides_Egypt_event_Jeroen_De_Flander

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