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Vishal Lall - Strategy + Execution = Value Creation: Practical Lessons from the Trenches

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Vishal Lall at Brightline's Strategy@Work Conference - Oct 2018 / New York
Chief Strategy Officer, Hewlett Packard Enterprise

Publié dans : Business
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Vishal Lall - Strategy + Execution = Value Creation: Practical Lessons from the Trenches

  1. 1. Strategy + Execution = Value Creation Practical Lessons from the Trenches Brightline Strategy @ Work Conference New York, NY October 25, 2018
  2. 2. Crafting strategies – an established discipline 2 BOOKS FRAMEWORKS BUSINESS SCHOOLS CONSULTANTS ACADEMIC RESEARCH Strategy is a mechanism to make choices & tradeoffs
  3. 3. 30-50% success rate 4 Source: Strategy implementation: What is the failure rate? Journal of Management & Organization, Cândido & Santos, 2015 McKinsey study, Kitching and Roy, 2013 Strategy Implementation Survey of 144 leaders, 2016, Bridges Business Consultancy “70% of transformation programs fall short of desired results” — M C K I N S E Y & C O . “61% acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation” — P M I , E C O N O M I S T “Only 10% of organizations surveyed achieve at least two-thirds of their strategy objectives” — B R I D G E S C O N S U L T AN C Y 1985 2015 60% 1980 1990 80% 0% 20051995 20102000 20% 40% 100% Doyle et al. Gray; Judson Charan & Colvin Nutt Kiechel Prospectus Mankins & Steele Nutt cited by Sirkin et al. McKinsey Jorg. et al. PMI EIU Franken et al. McKinsey Business Strategy Implementation Failure Rates
  4. 4. Why strategies don’t always work 4 Design & Prioritization Alignment & Understanding Execution Enablers Not a true “strategy” Not enough detail Real choices not made Top team alignment High-level statements, Financial plan, Gantt chart, OGSM Concreteness, Goals, Metrics Long list of initiatives, Resource allocation Clarity to middle layers Operating model Incentives Management System Winners and losers, More talk than action, Politics Context and partial picture, Follow the leaders Processes, Governance, Org design, Technologies Not in support of objectives, Misaligned PMO, Scorecard
  5. 5. Strategy + Execution 5 Have a dynamic strategy Prioritize and set goals Be brutal about resource allocation Shift the talent and culture Drive alignment Measure and adjust • Outside-in • Flexible as market / competition changes • Tradeoffs • Manageable list of initiatives • Clear goals and timelines (~3 yrs) • Shift resources ($, people) • M&A as an acceleration tool • Right job, right time, right people • Execution culture • Help employees execute • Operating model changes • Incentives aligned to drive behavior • External & internal stakeholders comms • Clear metrics • Transparency of progress • Adjustments as execution unfolds
  6. 6. Strategy + Execution at HPE • Evergreen strategy – evolves with market and competition • Prioritization and goals • Allocation of resources to areas where customers value differentiation (organic, M&A) • Top strategic initiatives directly driven by CEO • Senior leaders alignment • Cascading communication to the entire organization, and ecosystem • Dedicated structure to enable large transformation programs Source: CapitalIQ, company public filings and press releases. Note: Market data as of Oct 21, 2018. All share price data is adjusted to show splits as per the following ratio and dates: HPQ:HPE 1:1 on 1 Nov 2015, HPE : DXC split as 1 : 0.0859 on 1 Apr 2017, HPE : MFGP split as 1 : 0.13732611 on 1 Sep 2017, DXC : PRSP split 2 : 1 on 24 May 2018. 0% 100% 200% 300% 400% Oct-2012 Oct-2013 Oct-2014 Oct-2015 Oct-2016 Oct-2017 Oct-2018 HPE + DXC + PRSP + MFGP + HPQ S&P 500 May 24, 2016: ES spin-merge announced Sep. 7, 2016: SW spin-merge announced Oct. 6, 2014: HPI split announced Oct. 3, 2012: Transformation journey announced Apr. 1, 2017: ES spin-merge closed Nov. 1, 2015: HPI split complete Stock price equivalent Indexed to Oct 3, 2012 Sep. 1, 2017: SW spin-merge closed
  7. 7. Thank you!

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