Decision Implementation

7/28/2019 Decision Implementation

1/22

Decision

Implementation


2/22

Decision

ImplementationPeople think of execution or

implementation as the tactical side of

business, something leaders delegatewhile they focus on the perceived

bigger issues. This idea is completely

wrong. Execution or implementation has

to be built into a companys strategy, itsgoals, and its culture. And the leader of

the organization must be deeply

engaged in it. Larry Bossidy,

The Discipline of Getting Things Done.


3/22

Implementation is

Different Operations-driven in nature.

Action-oriented, make-things-

happen tasks.

Execution requires everyone.


4/22

Implementation is

Tougher Why is it tougher?

More time consuming challenge

Wide array of managerial challenges Many options to proceed

Demanding people-management skills

Perseverance to get initiatives moving

Number of unexpected issues

Resistance to change

Misunderstandings

Difficulties of integrating efforts acrossgroups


5/22

Decision

Implementation Most know what it is: Few know

howto get things done.

Three keys to keep in mind: Execution is a discipline, and integral

to strategy.

Execution is the major job of the

business leader.

Execution must be a core element of

an organizations culture.


6/22

Decision

Implementation Among other things, implementation

has to do with;

Rigorously discussing hows andwhats, questioning, tenaciouslyfollowing through.

Ensuring accountability

Making assumptions about theoperating environment

Assessing the organizationscapabilities


7/22

Decision

ImplementationLinking alternative to operationsand the people who are going to

implementLinking rewards to outcomes

Changing assumptions as theenvironment changes

Upgrading the companyscapabilities to meet thechallenges of an ambitiousalternative.


8/22

A Framework for

Decision

Implementation. Implementation issues should be

addressed initially when the pros and

cons of alternatives are analyzed.

Some alternatives cannot be

implemented by some companies!


9/22

Implementation of

Change Over half of 93 Fortune 500 companies

surveyed, had execution problems:

Took more time than planned.

Unanticipated major problems.

Ineffective coordination. Loss of focus on implementation.

Employees incapable, inadequately trained.

Environmental factors

Inadequate leadership

Tasks poorly defined

Information systems inadequate to monitor

properly.


10/22

The Big 8 Components

of Implementation.

The DecisionImplementers ActionAgenda what to do now vs

later?

What requires much

time and personal

attention?

What can be delegated

to others.

Build an organization

with the competencies,

capabilities, and

resource strengths

needed for successful

decision implementation.

Allocating ample

resources to

Decision

activities.

Establish

decision-supportive

policies.

Instituting best practices

and pushing forcontinuous improvement.

Installing information, and

operating systems that enable

company personnel to better carry

out their strategic roles

proficiently.

Tying rewards and

incentives to the

achievement of key

decision targets.

Shaping the work

environment and

corporate culture

to fit the decision

alternative.

Exercise the strategic

leadership needed to

drive implementation

forward.


11/22

Decision

Implementation One make-or-break determinant is how

well top management leads the process.

Middle and lower management need topush actions to the front lines and see

the decision is well executed.


12/22

Decision Implementation Senior management communicate, communicate

and then communicate some more:Communicate the case for change

Build consensus for how to proceed

Install strong allies in key positions

Urging and empowering to get processmoving

Establish measures and deadlines

Reward those who achieve milestonesReallocate resources

Personally preside over the strategicchange process


13/22

The Process

Decision Analysis

Decision Selection

Decision Implementation


14/22

How well is the decision

implementation

resourced?Resources include:

Physical

Financial Human

Intellectual/intangible


15/22

Resource Audit

Used to assess resources for:

Sufficiency

Adequacy

Availability


16/22

Resource Planning

Hand in hand with resource auditsare plans to make sure the needs ofthe decision implementation are met

Includes: Financial planning (budgeting)

Human resource planning

Physical resource planning

Intellectual resource planning


17/22

Does the culture fit the

decision implementation?

Assessment of the culture

determines if the organization is

ready to take on the decision

Does the structure fit the

decision implementation?


18/22

Lewins 3 Steps of

Change Unfreezing

Moving to a new level

Refreezing


19/22

Models for Managing

Change

Managerialist approach

Change agent approach


20/22

Managerialist Approach

Using a variety of managerialapproaches to effect change

Should include: Education

Communication

Negotiation and participation

Coercion (maybe)


21/22

Change agent approach

One individual manages the

entire change process

May be a key manager, or anoutside consultant


22/22

Decision

Implementation

The heart of execution lies in

the three core processes: thepeople processes, the strategy

processes and the operations

processes.Larry Bossidy, Execution

The Discipline of Getting Things Done

Documents

Decision Implementation