Session 11 Decision Implementation

7/31/2019 Session 11 Decision Implementation

1/30

Decision

Implementation


2/30

Decision

Implementation

The best game plan is the world

never blocked or tackledanybody. V. Lombardi

We would be in some form of denialif we didnt see that execution is

the true measure of success. C.

Michael Armstrong


3/30

Decision

Implementation

AT&T, Campbell Soup, Gillette,

Eastman Kodak, Xerox. All thesecompanies should be succeeding

but arent. Why? Because they

dont know how to execute and

implement decisions.

Larry Bossidy,

Chairman and former CEO of

Honeywell.


4/30

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.


5/30

Implementation is

Different Operation-driven in nature.

Action-oriented, make-things-

happen tasks.

Execution requires everyone.


6/30

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


7/30

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.


8/30

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


9/30

Decision

ImplementationCont..

Linking alternative to operations

and the people who are going toimplement

Linking rewards to outcomes

Changing assumptions as the

environment changesUpgrading the companyscapabilities to meet thechallenges of an ambitious

alternative.


10/30

Framework for Implementation

Entails converting the organizationsdecision plan into action and results.

Job for the whole management team.

Affects every part of the firm.

Each manager must answer, what hasto be done in my area to implement ourpart of the decision plan, and what

must I do to get these thingsaccomplished?

All managers become decisionimplementers in their areas and all

employees are participants.


11/30

A Framework for

Implementation

Strategy Least charted and most open-

ended area.

Based on individual companysituations.

Know basics that must be

coveredsome more thanothers, depending on changes


12/30

A Framework for

Decision

Implementation. Implementation should be

addressed initially when the

pros and cons of alternativesare analyzed.

Some alternatives cannot be

implemented by somecompanies!

Form follows functioncan vary

even by department.


13/30

Implementation of

Change Over half of 93 Fortune 500companies surveyed, had executionproblems:

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 monitorproperly.


14/30

The Big 8 Components

of Implementation.

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.


15/30

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.

The real implementation skill is being

good at determining what it will take toexecute the decision proficiently.


16/30

Decision

Implementation Senior management communicate,

communicate and then communicatesome 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 milestones

Reallocate resources

Personally preside over the strategic changeprocess


17/30

Decision

Implementation Most important leadership trait is astrong, confident sense of what todo to achieve the desired results.

Knowing what to do comes fromunderstanding the circumstances ofboth the organization and theindustry as a whole.

This is not about micromanagingbut about assigning tasks, makingsure that people understandpriorities, asking incisive questions,staffing and then following up withmeasurement.


18/30

The Process

Decision Analysis

Decision Selection

Decision Implementation


19/30

How well is the decision

implementation

resourced? Do the resources need to be

increased or decreased?

Resources include: Physical

Financial

Human

Intellectual/intangible


20/30

Resource Audit

Used to assess resources for:

Sufficiency

Adequacy

Availability


21/30

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


22/30

Does the culture fit the

decision implementation?

Assessment of the culture

determines if the organization is

ready to take on the decision Use Miles and Snows culture types

Defender

Prospector

Analyser

Reactor


23/30

Does the structure fit the

decision implementation?

Heightlayers of the organization

Widththe extent to which power isdecentralized

Complexitythe extent to whichthere is a formal hierarchy

Formal/informal

matrix

Methods of division Functional

Geographic

Product

Customer focus/market


24/30

How to manage change in

implementation Often, new decision implementation

brings change

Willingness to change depends onculture, size, structure, age, product and

positioning and organization structure. Challenge: how to overcome rom

physics: a body at rest tends to stay atrest

Inertia may result from: Lack of understanding

Lack of trust

Fear

Uncertainty about the future


25/30

Lewins 3 Steps of

Change Unfreezing

Moving to a new level

Refreezing


26/30

Step Change vs.

Incremental Change

Step change = rapid change

Incremental change = small

changes over time


27/30

Models for Managing

Change

Managerialist approach

Change agent approach


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Managerialist Approach

Using a variety of managerialapproaches to effect change

Should include: Education

Communication

Negotiation and participation

Coercion (maybe)


29/30

Change agent approach

One individual manages the

entire change process

May be a key manager, or anoutside consultant


30/30

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

Session 11 Decision Implementation