Donna Oser, CAE and Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation during the Michigan Society of Association Executive’s annual meeting on Wednesday, July 9, 2014, at the Amway Grand Plaza Hotel in Grand Rapids, Mich.
2. Overview of Session
The Case for Execution
Framework for Execution
Case Studies
Group Sharing
Debrief
3. "Companies typically
realize only about 60%
of their strategy's
potential value
because of defects and
breakdowns in planning
and execution."
Harvard Business Review, 2005
4. What we PLAN to do…
What actually GETS DONE…
Lost opportunity
and revenue
The Execution Gap
6. "82% of Fortune 500
CEOs feel their
organization did an
effective job of strategic
planning. Only 14% of the
same CEOs indicated
their organization did an
effective job of
implementing the
strategy."
Forbes Magazine, 2011
7.
CaseStudy Read the Membership
Case Study on page 1 of
your handout.
As we walk through the
Framework, be prepared
to identify issues that
could impede execution.
9. "Execution is a minefield…
Agendas compete. Priorities clash.
Decisions stall. Communication
breaks down. Timelines get blown.
It’s never a question of IF these
problems will happen; it’s a question
of WHEN and to WHAT DEGREE.”
HBR Blog, 2013
10.
Scan Assess strategy/plan based upon
recent performance
Conduct a SWOT analysis
Assess competitive strengths and
identify weaknesses
Determine the issues that need to
be addressed based upon findings
16. Ensure leadership knows the plan.
Schedule key check points.
Invite input from colleagues.
Be on the look out for barriers.
Help colleagues prioritize.
Implement
Monitor the plan…obsessively.
18.
Communicate Articulate specific actions needed
and desired outcomes.
Check-in frequently for questions and
progress.
Ask questions about process,
workflow, unexpected issues.
Share progress, challenges and
successes along the way.
20. Progress towards goals/metrics
Performance against the plan
Feedback from colleagues
Feedback from stakeholders
‘Done wells’, the ‘Do betters’
and even the ‘Don’t dos’
Play-by-Play Replay
Evaluate
21. Lack of detailed planning
Expectations not clearly stated
Poor communication/coordination
Lack of accountability
Poor prioritization
Common Pitfalls
Evaluate
26. Review of Session
The Case for Execution
Framework for Execution
Case Studies
Group Sharing
Debrief
Notes de l'éditeur
I was thinking it may be fun to start with one of us out of the room, calling the other on the phone with the speaker on. The script would look like this:
Donna: Hi! Welcome to our session. [Phone rings] Oh, just one second – I need to take this. Hello?
Aaron: Hi, Donna. This is Aaron. I was just calling to make sure that we’re still on track to get our program promotions out. Have you encountered any issues that will prevent us from meeting our timeline?
Donna: Um, well not really. You know how it is, we’re just so busy.
Aaron: I sure do. That’s why I’m grateful that you appreciate how important it is for us to stick to the plan. Do you have any questions?
Donna: No…oh wait. Did you want that marketing email to go to all members or a specific segment?
Aaron: Well, let’s see. This email is targeted towards members who need CEUs for their certification so it should go to that list. Anything else?
Donna: No, now it’s just a matter of me getting the proof to you and setting it up for distribution.
Aaron: Great! I’ll look forward to seeing that by noon tomorrow.
…then you enter and we connect our role play to what execution may look like….
[Click to reveal each bullet point.]
[Invite participant to read quote.]
Let’s take a minute to get a visual of what that execution gap looks like.
[Click-thru animations to emphasize the execution gap.]
Imagine our potential if we improved our execution by just 50%!
There’s a lot at risk with poor execution.
[Talk through the slide.]
Can anyone think of additional risks?
[Invite participant to read quote.]
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ Read the case study
+ Make up data, as needed
This is a simplistic, non-linear framework for implementation planning and execution.
You may already have your own – we hope you do. But our intention here today is to help you think more deeply about that – and possibly identify areas where it could be improved. The only thing that matters is the tool you use WORK FOR YOU and your team!
[Click once to begin animation.]
Read this quote to yourself.
Who would like to share what really stands out for them?
[Click thru to share the points emphasized in orange.]
In many ways, scanning is the key to excellent execution. After all it’s difficult to correct implementation issues if we haven’t identified them, right?
Even conducting a simple SWOT analysis when freshening up your conference plan can really improve your implementation.
[Click through to emphasize S – W – O – T and then Internal – External – Helpful – Harmful.]
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ In the case of an exec who prides himself on good instincts, he’s not likely to collect the data. Someone on the team should do that.
+ Knowing there were some changes (from print to online), what are your open rates? What’s your penetration? How does your membership want to receive information?
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ Several staff members are new and inexperienced. It’s important that the plan and expectations are clearly communicated.
+ This is an organization with no documented business processed. So, everything needs to be considered (e.g., sending an email).
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ Just because you’ve developed a plan, it doesn’t mean that everyone knows what’s the priority. Just because the exec is focused on something one day, priorities may change the next.
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ Regular check-ins
+ Can’t make any presumptions with new staff
+ Dashboard
Here are some common areas where we’ve noted things can go wrong.
[Click once to initiate animation.]
[Talk participants through slide.]
We’ll provide an example and then ask for additional issues from you.
+ Member satisfaction survey, staff autopsy of the plan
[Review each bullet point and move to ORID.]
O – What are some of the things we discussed today?
O- What really stood out for you?
R – What seems most critical to you?
R – What parts of this were exciting to you?
I – When you return to work:
What changes will you make to how you execute?
What other things will you consider or look into?
D – What other ideas has this session generated for you?