1. Strategy Execution Larry Hirschhorn PhD July 23, 2010 ©CFAR 2009 • 100717-G19-10698

5. There are tools to help executives work through each of these challenges. ©CFAR 2009 • 100717-G19-10698 Presenting Issue Tool The strategy itself . Planning assumptions: a look back The details. Backcasting The politics Organization network analysis. The future organization Decision charting: is and ought, current and future The front line History of the future

6. ©CFAR 2009 • 100717-G19-10698 Think of execution as walking up a staircase 6

7. ©CFAR 2009 • 100717-G19-10698 We asked you 16 questions on a survey to assess which steps on the staircase might be troubling you 7

8. We also asked you to specify how far along you were in your implementation effort ©CFAR 2009 • 100717-G19-10698 Most of you were either between 3 and 6 months or more than a year

10. ©CFAR 2009 • 100717-G19-10698 These items indicate that people anticipate less difficulty as time goes by 10

11. ©CFAR 2009 • 100717-G19-10698 These items indicate that people anticipate more difficulty as time goes by 11

12. We can categorize the areas in which as a whole group you anticipate more difficulty ©CFAR 2009 • 100717-G19-10698 “ Politics”and “details” stand out as important issues. These are areas that require closer attention. 15 6 8 12 7 2 9 4 Item no.

13. In addition it is striking that many respondents believe that the strategy itself is the result of too many compromises ©CFAR 2009 • 100717-G19-10698 Our strategy is the result of too many compromises

14. People who are more connected to the implementation effort believe more strongly that the strategy is the result of too many compromises ©CFAR 2009 • 100717-G19-10698 11 3 17 15 16 17 9 Number of people = 14

15. The leaders of this strategy execution effort are weakly connected to other influential people within the organization. ©CFAR 2009 • 100717-G19-10698 People closer to the effort are more worried about the politics

16. The average agreement across all groups is strongest for “many moving parts” and “making decisions” ©CFAR 2009 • 100717-G19-10698 Politics Details 16

21. We can show this chain of reasoning visually ©CFAR 2009 • 100717-G19-10698 Accomplishment Obstacle

22. Now let’s look at a client’s problem. An company selling online education courses wants to develop “front-end” consulting services ©CFAR 2009 • 100717-G19-10698 Accomplishment Obstacle

23. ©CFAR 2009 • 100717-G19-10698 Here is the Iteration 1 23

24. ©CFAR 2009 • 100717-G19-10698 Iteration 2 24

25. 10 conditions that must be true in the future if JG is to reach his goal ©CFAR 2009 • 100717-G19-10698 Eliminate the obstacles and see the Accomplishments chart 25

28. A history of the future makes the change process real and visceral for people. It is a great communications and motivation tool ©CFAR 2009 • 100717-G19-10698

29. Remember the old poem ©CFAR 2009 • 100717-G19-10698 “ For want of a nail, the shoe was lost; For want of the shoe, the horse was lost; For want of the horse, the rider was lost; For want of the rider, the battle was lost; For want of the battle, the kingdom was lost; And all for the want of a nail.”