Upload
coddel
View
75
Download
0
Embed Size (px)
Citation preview
Making Your Strategy Work: can your organisation successfully execute its
strategy? Globalisation, new technologies, and incredible transparency in a consumer domain are key drivers in every business environment and the main reason for the variability leaders often face. Our rather unpredictable reality poses a tremendous challenge to executives in many domains: how can we successfully execute our strategies every time?
“A brilliant strategy, blockbuster product, or breakthrough technology can put you on the competitive map, but only solid execution can keep you there.
You have to be able to deliver on your intent. “– HBR, “The Secrets to Successful Strategy Execution”, June 2008 The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale. Charles Schwab used chalk and the nu mber “6” to motivate a factory of steel workers toward higher output. You can do the same with your organisation by creating standards that are visible to everyone. Over decades of helping organisations transform their strategies into a daily routines, we developed the House in Order (HiO) process. HiO is a set of routines, tools and effective communication tactics to address systemic issues uncovered from diagnostic data analysis. HiO drives business improvements for a competitive advantage in the marketplace and most importantly enables the organisation to become fast, adaptive, and responsive to the customer. Consisting of four fundamental building blocks executives can use to influence execution more effectively. HiO is a process, not just a tool.
1. Mine data and discover Everything starts with a solid diagnostics. Organisations must first organise and collect data across their enterprise. This is not an IT exercise. It must be driven with clear organisational vision, working across business units to collect and aggregate data based on business drivers, breaking down silos. It opens communication from the CEO to entry level analysts. Internal data is often unknown and highly variable. Different business outcomes require data with different levels of accuracy, granularity, and availability. The business art comes when organisations fine-‐tune their internal processes, and with the need for agility, providing flexibility and technology that adapts to change. This analysis phase is key for forecasting, budgeting next steps, and clearly articulating how people will work together to solve the problem. Competitive
intelligence along with the correct decision makers at the table will enable transparent and effective thinking. HiO cannot start without this core element. 2. Inform and communicate through visual representation Data is complex and often abstract. Intelligent and creative leaders find ways to make data decisive with clear information and points. This is beyond graphs, charts, and lines – visual artefacts need to tell the story of a company’s reality, not merely report. Organisations must concentrate on targeted question, fiercely protect scope around selected areas and leave other degrees of visibility untouched until needed. 3. Develop performance monitoring and steering tools Once the data has been collected and understood it is time for leaders to react. HiO is a process for building tools. The tools your organisation creates should connect leaders and managers by breaking down silos between business units. Executives must know how and when new elements of data and activities will affect the product lifecycle. Correctly designed tools directly incorporate customer requirements into product development. 4. Integrate tools and processes into the company environment A company drives synergies and collaboration when everyone is aligned across people, process, and technology. Connecting enterprise business units using techniques such QFD and VoC are essential for maintaining up to date standards and cutting edge design. Those who identify needs for change from internal data analysis and diagnostics are setup to succeed. The first diagnosis identifies the problem that may be treated with the HiO process. The tools built from HiO affect the whole company. This includes SMART re-‐definition of objectives and financials over 1-‐3 years and team building where it is most needed. The HiO process focuses on increasing collaboration and communication within an organisation, moving everyone toward a common goal and purpose. Companies spending most of their time on the technical side of data must pivot and reconsider. They should expand their focus and incorporate HiO process. They must concentrate on uncovering the business questions that need to be answered directly. Keep the organisation focused on practical opportunities and tangible outcomes. Data complexity is happening whether you are ready or not. Get ready for it. Coddel helps clients obtain rapid, actionable insight into their business, to enhance revenue and profit, reduce costs, and improve decision-‐making processes and customer relationships.