Companies must improve execution if they are going to survive, or better yet, drive the competition in this economy. This presentation discusses how an ever changing landscape is forcing companies to remove complexity from executing strategy and embrace simplicity for speed, flexibility, and adaptability to change.
1. Are you Bridging Your
Strategy Execution Gap?
Strategy: Don’t Just Plan…EXECUTE!
discover • plan • execute • succeed
2. Did You Know?
• Top 10 in-demand Jobs in
2010 did not exist in 2004
• US Department of Labor
estimates today’s learner
will have 10-14 jobs by age
38
• 1-4 employees have been
with their current employer
for less than a year
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3. Years to Reach Market Audience of 50 Million
Radio - 38 Years
TV - 13 Years
Internet - 4 Years
iPod - 3 Years
Facebook - 2 Years
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4. Did You Know?
• Amount of new technical
information is doubling
every 2 years
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6. What We Think It Means
• Business is constantly changing
– Competitive Landscape
– New Information & technologies
– Changing Worker Habits/Needs
• Companies must adapt and
drive in order to succeed
• Have you incorporated this into
your strategy?
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7. Changes in Fortune 1000 Top 20
Are You Built To
Change?
?
60%
2003 - 2013
45% 1993 – 2003
1983 - 1993
35%
1973 - 1983
Source: Built to Change, Lawler, Worley, 2006
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8. What It Means
Make It Happen vs. Let It Happen
It’s About Execution!
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10. Are you executing your strategy?
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11. Are You Executing Your Strategy?
"90% of organizations fail to execute their
strategies successfully."
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12. Are You Executing Your Strategy?
"82% of Fortune 500 CEO's feel their
organization did an effective job of strategic
planning. Only 14% of the same CEO's indicated
that their organization did an effective job of
implementing the strategy.“
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13. Are You Executing Your Strategy?
“62% of more than 1,500 executives describe
their organizations as mediocre – or worse – at
strategy execution”
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15. The US Post-Office
• Facing closure of 10% of post-offices
• Did not have a strategy to navigate
recession
• Revenues and mail volume decline
• Cut-backs in advertising mail
• Is it the industry?
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17. Are You Bridging Your Strategy Execution Gap?
• Will you be in business in 1 – 3
years?
• How will your business change?
• Do you have a strategy?
• Are you executing?
discover • plan • execute • succeed
18. The Strategy-Execution Gap
The Strategy Execution Gap is the variance between management's strategic
plans and the organization's actual execution or implementation of those plans.
Alignment Maturity Model
High
Medium
Strategy Execution
Low Gap
Strategy Gap Execution
• Vision • Knowledge • Alignment
• Strategies • Strategic Change • Measurement
• Activities • Ability to Execute • Accountability
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19. Strategic Alignment
Strategic Alignment is the coordinated deployment of strategic
assets (human, financial, & information capital) to achieve
corporate strategies and is the foundation of strategy execution.
Strategy Execution
Human
Financial
Information
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20. Activity
• The object of the exercise is to win.
• The way to win is to accumulate the
maximum possible positive points.
Color Score
Mixed Red 500
Mixed Black -500
All Red -250
All Black 250
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21. Alignment – Horizontal & Vertical
Organizational Units fail to coordinate, have conflicting goals and
priorities, and often compete for resources, resulting in poor
strategy execution.
Without With
• Horizontal Alignment
breaks down silos
across functions
• Vertical Alignment
keeps every level of
organization focused
on corporate strategies
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22. Managing and Executing Strategy
• Process for linking activities to strategies
• Measurement
• Culture of execution
• Leading and Lagging measures
• Common Terminology & Communication
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23. Business Simplicity
Value Chain
Vision Balanced Scorecard
Mission SWOT Analysis
Corporate Strategy
Porter’s Five Forces
Business Strategy Strategies
Competitive Advantage
Strategy Maps Strategic Planning
Strategy Portfolio Grand Strategy Activities
Values
Seven ‘S’ Framework Goals
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24. Vision
• How do you want to be perceived by customers?
• What do you seek to create as a company?
• Vision serves as north star to guide the company
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25. Strategies
• Strategy is the course we chart, the journey
we imagine, and at the same time, it is the
course we steer, and the trip we actually
make
• Strategies are the overall themes of
activities we engage in to achieve our vision
• Strategic initiatives are defined to support
the strategies of the organization
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26. Activities
• What we engage in on a daily basis as an
organization, department, individuals that
support the implementation of strategic
initiatives and overall corporate strategies
• Activities link your human, financial, and
information capital (Strategic Assets) to
your strategies and vision
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28. BSC Strategy Map – Confusing?
Financial Enhance Organizational Capability Enhance effectiveness of HR
Vision
Performance
Provide operational excellence
through efficient HR practices
contributions to business
performance
Sr. Executives Managers Employees
Strategies
Internal
Customer
Get the right people in
the right place at the
Be knowledgeable &
trusted advisor
Support achievement of
business objectives
Promote a
global diverse
Provide
competitive
Provide
opportunity to
right time culture rewards advance career
Activities
Internal •
Attract , Develop, & Retain Talent
Develop leadership pipeline
Drive Organizational Performance
• Align individual performance objectives to
business outcomes •
Transform HR into Strategic Asset
Understand & anticipate business needs
Processes • Attract MDs into R&D • Transform performance management process • Consult on talent solutions
• Facilitate movement of talent across org into business performance tool • Improve HR best-practices awareness
• Manage contingent workforce effectively • Align/leverage reward system with strategy • Develop efficient & effective HR processes
• Attract & develop employees/leaders • Make innovation & customer satisfaction part of aligned to business outcomes
every job • Manage change initiatives effectively
Create Alignment Create Capability
•Identify HR activities that drive business performance
•Identify required KSAs, behaviors, values required
•Link people and processes to organizational strategy
•Identify strategic job families that deliver results
•Identify actionable metrics to measure effectiveness
•Define competency model for job families
•Partner with IT to execute HR technology strategy
Human Capital Information Capital Organizational Capital
Assets
Learning &
•Knowledge, skills, abilities & values
•Improve business acumen
•Global Core HRIS system
•Talent Management System
•Know business needs
•Strategic identity
•Develop strategic HR competencies •HR data warehouse •Manage change
Growth •Enhance and communicate EVP •Digital HR •Align workforce to strategy
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29. Align Strategic Assets to Support Execution
Vision Your Vision
Strategies
Initiatives Strategic Initiatives
Activities
Alignment & Capability
Assets Human Financial Information
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30. Which Describes You?
Make It Happen! Let It Happen!
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31. Thank You!
Are You Bridging Your
Strategy Execution Gap?
Website:
www.cncstrategy.com
Strategic Alignment Questionnaire™:
https://www.cncincsolutions.com/questionnaire
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