BMI Insights Learning and Results Workshop sediado em março de 2011 pela boutique educacional BMI Brazilian Management Institute

1. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
BMI Insights, Learning and Results Workshop Series
March 2011
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

2. How can an organization
leverage leadership
development to sustain
strategic execution?
BMI Insights, Learning and Results Workshop Series
March 2011
Copyright ©BMI 2011. All rights reserved.

3. Agenda
• Welcome Coffee
• Introduction | Daniel Motta
• BMI Business & Leadership Model Framework | Daniel Motta
• Leading Strategy Into Action | Ned Wasniewski
• Leadership Development Tool | Ned Wasniewski
• Leadership Development Global Trends | Ned Wasniewski
• Lunch
BMI Insights, Learning and Results Workshop Series 3
March 2011

4. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
Introduction
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

5. Companies need to be global,
without sacrifying their local culture.
Leaders need to develop global perspective,
and manage business in local markets.
That’s the challenge for leadership development
initiatives. That’s the passion of BMI.
BMI Insights, Learning and Results Workshop Series
March 2011

6. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
BMI Business & Leadership Model Framework
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

7. Business management mindset
Strategic Process
Thinking Planning Execution High Performance
Leaders
Vision Budget Managing
Performance Drivers
People Communication
Culture Goals
Process and
Morale
Values Technology Coaching
Managerial
Trust
Framework Set of Priorities
Products and
Skills
Services Tatics
Portfolio
Attitudes
Structure-Conduct-Performance Paradigm
Disruptive Innovation
Structure Conduct Performance
Creative Destruction
Competitive Value Balanced
Forces Discipline Scorecard Value Innovation
Death Valley
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8. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
About Insight Experience
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

9. About Insight Experience
• We design, build and deliver simulation-based learning experiences;
• We work with Global 1000 customers;
• We work with all management levels;
• Founded in 2001, our principals have been in the leadership
development and business simulation industry for 20 years;
• We help companies more effectively develop leaders and
execute strategy.
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March 2011

10. IE Focus: Developing Leaders and Executing Strategy
• Leadership Development
• Strategy Translation and Execution
• Business Acumen and Understanding
• Implementation of Strategic Initiatives
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11. BMI and IE : Exclusive Strategic Partnership
• Partnership founded in 2009
• Exclusive distribution and delivery
rights for Insight's simulations in Brazil
• Provide local delivery capacity for IE
and its customers
BMI Insights, Learning and Results Workshop Series 11
March 2011

12. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
How can an organization leverage leadership
development to sustain strategic execution?
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

13. Leading Strategy into Action
• Leaders translate strategy into business results
• Successful leadership requires business acumen and
interpersonal skills
– An understanding of broader organizational
strategies
– The ability to engage employees and motivate
employees
BMI Insights, Learning and Results Workshop Series 13
March 2011

14. The Leader’s Role in Strategy
Formulation
Translation
Implemen-
tation
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15. Leaders Translate Strategy into Results
Strategy
Business
Priorities & Focus
Defining Direction
Aligning the Team
Organizational Capabilities:
Resources, Talent, Process
Action
Results
BMI Insights, Learning and Results Workshop Series 15
March 2011

16. Defining Direction
Elements of strategy: what you need to know
• Strategic goals.
Objective • Time horizons.
• Value proposition to
customer. • Customers served.
• Unique capabilities • Products and
and activities that Advantage Scope services offered.
differentiate in the • Geographies served.
marketplace.
Adapted from: “Can you say what your strategy is?”
Harvard Business Review, April 2008
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March 2011

17. Defining Direction
Understanding strategy:
critical questions to understand at all levels
Corporate What are our objectives?
strategy and goals • What are our strategic goals?
• When must we deliver?
Business unit
strategy and goals?
Who do we serve (scope)?
• Who are our customers?
• What segments do we serve?
• What products and services do we provide?
Functional
strategy and goals?
My
manager How will we win (advantage)?
• What is our value proposition to customers?
• How do we differentiate ourselves from our competitors?
Team priorities and goals?
My
team or
project
BMI Insights, Learning and Results Workshop Series 17
March 2011

18. Defining Direction
Translating and aligning strategy: critical questions to answer
Corporate What are our objectives?
strategy and goals • What are our strategic goals?
• When must we deliver?
• How do our objectives and goals support:
• Corporate strategy?
• Business unit strategy?
Business unit • Functional strategy?
strategy and goals?
Who do we serve (scope)?
• Who are our customers?
• What segments do we serve?
• What products and services do we provide?
Functional
strategy and goals?
My
manager How will we win (advantage)?
• What is our value proposition to customers?
• How do we differentiate ourselves from our competitors?
Team priorities and goals?
My
team or
project
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March 2011

19. Organizational Capabilities
Do you have organizational capabilities in place
to achieve your goals and drive business results?
• People: Do your people have the skills, knowledge
and behaviors required to achieve your business
results?
• Structure: Is your organization structured to best
achieve results?
• Systems: Do you have the systems in place to most
efficiently support your business needs?
• Process: Do your processes support your business
effectively?
BMI Insights, Learning and Results Workshop Series 19
March 2011

20. Leaders Translate Strategy into Results
Strategy
Business
Priorities & Focus
Defining Direction
Aligning the Team
Organizational Capabilities:
Resources, Talent, Process
Action
Results
BMI Insights, Learning and Results Workshop Series 20
March 2011

21. Aligning the Team
Strategic Communication Model
WHAT IS OUR STRATEGY?
WHAT IS EXPECTED OF US? • How does our work connect to
Strategic the strategy?
• What are our goals? Alignment
• What do you want us to do? • How does our work support the
• Am I being held accountable to strategy?
results?
Accountability Stake- Consistency
holders
ARE WE MOTIVATED BY
IS WHAT I’M HEARING?
WHAT WE HEAR? • Consistent with our business
• What is the tone of the message? objectives?
• Have we been recognized for our • Consistent over time?
efforts? Spirit • Consistent with what others are
• Is the message exciting and being told?
engaging?
Forum Format Frequency
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22. Leading Strategy into Action
A Client Example
Build on strong international growth by launching tiered pricing and
Strategy
targeted products within new market segments and geographies
Marketing: understand new market buying criteria; develop tiered
pricing strategy
Sales: identify resellers and service providers in new markets
Priorities and Product development: identify product offerings and features for new
Goals markets
Legal: understand regulations in new markets
Supply chain: coordinate new product production with contract
manufacturers
Organizational All functions: Understand, assess and acquire capabilities required to
Capabilities achieve functional goals
BMI Insights, Learning and Results Workshop Series 22
March 2011

23. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
Leadership Development Tool
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

24. Organizational Leadership Simulation
Who applied in 2009-2010. Who is applying in 2011.
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25. Organizational Leadership Simulation
• Participants assume the role
of General Manager of
InfoMaster
• A product and service
business
• Organizational Leadership
focuses on:
– Formulation, translation and
execution of strategy;
– Key leadership levers of
setting direction, time
allocation and
communication;
– Business acumen and
interpersonal skills
BMI Insights, Learning and Results Workshop Series 25
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26. Organizational Leadership Simulation
What is possible to customize in OLS?
– Team perspectives
– Simulation “characters”
– Special projects
– Product projects
– Issues
– Goals
– Market segments
– Organizational structure
– Analysis
BMI Insights, Learning and Results Workshop Series 26
March 2011

27. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
Leadership Development Global Trends
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

28. Global Leadership Challenges
• Globalization
– Need to develop “portable” leaders who can quickly assimilate to assignments in new
countries and cultures
– Ability to manage and execute strategy across diverse cultures
– Use of ex-pats is declining; yet emerging country leadership skills are immature
• Virtual leadership
– Managing remote teams continues to be a growing trend – and a leadership challenge
– Increased use of collaboration technologies to support virtual teams
• Change management and transformation
– Leaders must improve communication to align and mobilize employees
– Must be able to set direction, prioritize work, and execute flawlessly in an increasingly
ambiguous and complex work environment
• Employee Retention
– Many employees cannot – and are not willing to – sustain current work pace
– Some employees are declining promotions and new opportunities due to work/life
balance issues
– Enable long-term health: emotional, spiritual and physical
BMI Insights, Learning and Results Workshop Series 28
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29. Global Leadership Trends
• Centralization of curriculum
development; delivery in local
markets
• Continued use of blended
learning solutions and virtual
delivery
• Leader-led training and
coaching
• Increased focus and investment
in high-potential employees
BMI Insights, Learning and Results Workshop Series 29
March 2011

30. Case Study
• Four day offering for 3,500 manager of managers
worldwide focusing on leadership transitions
• Centralized development of curriculum to promote
common tools, skills and language
• Local delivery of program offering,
– 13 different languages; 31 global locations
– Delivery by client facilitators and local 3rd party
providers
BMI Insights, Learning and Results Workshop Series 30
March 2011

31. Case Study
• Global leadership development program for high-potential
leaders
• A series of three programs spanning nine months
1. Strategy translation
2. Developing organizational capabilities
3. Delivering results through people
• Course content delivered virtually
• Simulation decision-making rounds conducted virtually
• Executives coach Action Learning Project teams
BMI Insights, Learning and Results Workshop Series 31
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32. Case Study
• Two day program focused on Strategy Translation and
Execution
• Cisco leaders co-facilitate the program
– Present and discuss Cisco enterprise strategy
– Present “local” strategies and how they support broader
organization strategies
– Provide examples of how they actively use tools and skills
– Emphasize the importance of execution
BMI Insights, Learning and Results Workshop Series 32
March 2011

33. Q&A
BMI Insights, Learning and Results Workshop Series
March 2011

34. BMI. Facilitating Strategy into Action.
Workshop Leading Strategy Into Action
BMI special for Harvard Business Review
In collaboration with:
BMI Insights, Learning and Results Workshop Series
March 2011

35. How can an organization
leverage leadership
development to sustain
strategic execution?
BMI Insights, Learning and Results Workshop Series
March 2011
Copyright ©BMI 2011. All rights reserved.

36. Estratégia. A Mente do Líder.
Daniel Motta
Varejo de Alto Desempenho
Gary Hamel
Guerra contra a indecisão
Ram Charam
Grandes metas para a administração
Robert Kaplan
O que perguntar à imagem no espelho
BMI Insights, Learning and Results Workshop Series
March 2011
Copyright ©BMI 2011. All rights reserved.

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BMI. Facilitating Strategy into Action.
BMI Insights, Learning and Results Workshop Series
March 2011