Strategy Execution Heroes - Slide

8/11/2019 Strategy Execution Heroes - Slide

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The New Leaders

Annual Conference

Jeroen De Flander

TiasNimbas Tilburg, 29 March 2011


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1. What is strategic innovation & strategy execution?

2. Whats the problem?

3. Why do you need Strategy Execution Heroes?

4. HR needs to join the battle against the strategytourists

Dont measure performance by what youhave accomplished, but by what you shouldhave accomplished within your capabilities.


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A process?

A philosophy? A culture?

A tool? A management style?

A mystery?


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Whats the biggest car-renting company in the world?


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Within the same industry, Enterprise combines activities in the value chain

in a different way to provide benefits to a different customer segment

Airports

Travel Agents

Airport Parking lots

Airport

Centralised

Business & pleasure travelers

Mainly new

high

Downtown

Mechanics & insurance

Home pick-up

Home

Decentralised

Car replacement

High average age

Low

Location

Marketing

Delivery

Drop offOrganisation

Segment

Age cars

Fee


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_ Whats the industry we want to play in?

_ Overall competitive rules?

_ Industry trends?

_ Competitive advantage resides in the value chain

_ Redefine the who and the how in a certain industry

_ A business model = combination of choices within the value

chain to get and maintain this advantage

_ Ability to find, grow and exploit competitive advantage


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1. Strategy Focus

2. Strategy Communication

3. Initiative Management

4. Individual Objective Setting

5. Skilled Managers

6. Engaged People and Performance-Driven Culture

7. Performance-Related Pay8. Support for Managers

Dont measure performance by what youhave accomplished, but by what you shouldhave accomplished within your capabilities.


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Initiative management is the spotwhere strategy translates into practice

or remains on paper forever


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1. Strategic initiatives: poorly staffed and budgeted

_ 49% of all strategic initiatives are poorly budgeted and staffed

_ 92% of all managers are unhappy with resource allocation

2. Strategic projects lack transparent accountabilities

_ 1 in 4 managers: responsible for key strategic projects?

_ 79% of all managers find the project accountabilities unclear

3. Mismatch between project portfolio and strategy

_ 1 in 5 projects fail to support the strategy

_ 85%: mismatch between project portfolio and strategy


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2. Strategic projects lack transparent accountabilities_ 1 in 4 managers: responsible for key strategic projects?


3. Mismatch between project portfolio and strategy_ 1 in 5 projects fail to support the strategy



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2. Strategic projects lack transparent accountabilities

_ 1 in 4 managers: responsible for key strategic projects?


3. Mismatch between project portfolio and strategy

_ 1 in 5 projects fail to support the strategy



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Dont tell people to be an executionhero. Rather, help them to developthe right skills and encourage them toadopt the right attitudes that lead tosound strategy execution.

What are the skills you need?

Which attitudes create sound execution?


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Strategy Execution isnt something others are doing while you areworking on something more important.

Your Strategy Execution role is part of your overall

leadership role.

A good leader is a strategist as well as an implementer.Its not a question of either/or.

Most managers find it easier to define a new strategy thanit is to implement the existing one.

Execution is part of your management job. It may sound boring,but nevertheless it is your job.


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PowerPoint fanatic

Do as I say, not as I do

We need to start from scratch

Im too important to focus on execution

From PowerPoint to practice

Actions speak louder than words

Lets see what works

Execution is my priority


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Demystify strategy

Create an simple execution framework

Build the right skills in the right wayDont assume a Yes is always a Yes

Simplify

Get rid of the strategy tourists

1

2

3

4

5

6


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_ Remember the old Martini commercial. Ideas can

come from Anybody, Anywhere, Anytime.

_ Communicate the current strategy

_ Build, communicate and manage an easy strategy

framework stick to it.

_ Avoid strategy blah blah and get rid of the strategy

tourists

_ Part of development program

_ But more important: try it / do it. Not wait until you

are...

Demystify strategy1


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Create a simple execution framework2


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Create a simple execution framework2

A strategy Execution frameworkshould be simple, easy-to-communicateand visually strong


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23

1 2 3 4 5 6

1 Define what you need and how you are going to get it

2 Manage your development portfolio

3 Design world-class learning interventions

4 Execute flawlessly

5 Set development objectives

6 Measure success

Build the right skills in the right way3

l !


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When your employee says yes to the strategy....

....what does (s)he really say?

I will make the strategy happen, no matter whator

I will work hard (effort) to implement the strategy

or

I see the benefits of the strategy and will contribute to the implementation

or

I dont see the benefits but dont want to loose my job

or

Im against the strategy, dont want to implement but I dont tell it in your face

Dont assume a yes is always a yes!4

Si lif5


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_ Would you like to introduce something that worked

very well in your former company?

_ Would you like that everyone implements the

models you have designed?_ Do you get a kick out of complex theoretical models?

_ Do you know what already exists?

_ Did you think about creating something completely

new?_ Have you tested it?

_ Did you decide that integration was needed?

_ Never thought about eliminating dead wood?

Simplify5

So...

G id f h i6


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Get rid of the strategy tourists6


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Jeroen De Flander is a seasoned internationalStrategy Execution expert, top executive coach,

seminar leader and highly regarded keynote speaker.

Jeroen has helped more than 15,000 managers in 20

countries master the necessary execution skills. His

book, Strategy Execution Heroes, reached the

Amazon bestseller list in 5 countries.

He is co-founder of the performance factory a

leading research, training and advisory firm which issolely focused on helping individuals and

organisations increase performance through best-in-

class Strategy Execution.

For several years, he was the responsible manager

worldwide of the Balanced Scorecard product line for

Arthur D. Little a leading strategy consulting firm.

The 50+ companies he has advised on various

strategy execution topics include Atos Worldline, AXA,

Base, Bridgestone, CEMEX, GDFSuez, Honda, ING,

Johnson & Johnson, Komatsu and Sony.

To book Jeroen to speak at your next event or to run a

strategy execution seminar for your company, please

contact him through his website /blog www.jeroen-

de-flander.com, email: jeroen@jeroen-de-

flander.com or Twitter:@JeroenDeFlander
http://www.jeroen-de-flander.com/http://www.jeroen-de-flander.com/mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://www.jeroen-de-flander.com/http://www.jeroen-de-flander.com/http://www.jeroen-de-flander.com/http://www.jeroen-de-flander.com/http://www.jeroen-de-flander.com/


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The New Leaders

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Strategy Execution Heroes - Slide