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BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton

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BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton

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Learn how goals can help close the often neglected loop between setting a strategic plan and getting real results from VP of Business Analytics Product Group Rich Clayton's presentation at Goal Summit 2015.

Learn how goals can help close the often neglected loop between setting a strategic plan and getting real results from VP of Business Analytics Product Group Rich Clayton's presentation at Goal Summit 2015.

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BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton

  1. 1. GOAL SUMMIT 2015 Mind the Gap: Avoid the disconnect between strategy and execution Rich Clayton Oracle Corporation April 16, 2016
  2. 2. The Next World Series Champions Will Be….
  3. 3.    On your smart phone, go to pollev.com
  4. 4. 5 Digital Disruption Driving Greater Competition and Innovation 5
  5. 5. 6 Company Lifespans Are Decreasing 6
  6. 6. 7 Disruption Challenging Static Strategies “The senior management team needs to have regular, probably monthly, meetings that focus only on strategy.” 7
  7. 7. 8 Connecting Strategy with Planning & Execution 40% 13% of organizations claim they are very successful in executing their strategy link strategy with annual budgets 8
  8. 8. What are the top obstacles for connecting strategy and execution in your company?
  9. 9. Five Myths in Connecting Strategy with Execution 1 Execution Equals Alignment 2 Execution Means Sticking to the Plan 3 Communication Equals Understanding 4 A Performance Culture Drives Execution 5 Execution Should Be Driven from the Top 11
  10. 10. 12 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 12
  11. 11. 13 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 13
  12. 12. 14 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 14
  13. 13. 15 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 4. Condense, crystalize and communicate KPI’s broadly 15
  14. 14. 16 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 4. Condense, crystalize and communicate KPI’s broadly 5. Develop dynamic enterprise guidance system 16
  15. 15. 17 Broaden Strategic Objectives Beyond Financial Outcomes Vision Lagging indicators measuring tangible outcomes FINANCIAL Create value for customers & stakeholders PROCESS Defines the source of value CUSTOMER Align resources to drive improvement in processes LEARNING & GROWTH 1 17
  16. 16. 18 Strategy Maps Illustrate Connectedness of Goals and Networks 18
  17. 17. 19 Lessons from Frontline in Public Sector 19
  18. 18. 20 Planning Provides the Bridge to Link Strategy with Execution… Strategy Operations The planning process is at the core of linking strategy to operations 60% of organizations do not link operational plans to strategy 20
  19. 19. 21 Limited Visibility into Revenue Forecast Revenue forecast accuracy for the current quarter is +/- 5% by: 5% 26% 16% 39% 14% 1-4 Weeks 5-8 Weeks 9-10 Weeks 11-12 Weeks Week 13 Source: Loras College, Center for Business Analytics 46% of companies don’t have visibility into revenue until week 11 of the quarter
  20. 20. 22 2 • Centralize financial assumptions • Gather wisdom beyond finance • Leverage cloud services • Develop dynamic scenarios • Focus on forecast accuracy Scrap Spreadsheets for Planning Processes spreadsheets contain mathematical errors88% 22
  21. 21. 23 Don’t Do This with Goals 23
  22. 22. Ideally, how often would you set or calibrate goals?
  23. 23. 26 3 Invest in Goal Management System Connected Supported Progress-based Adaptable Aspirational Vertical / horizontal alignment and clarity Working transparently with social reinforcement and recognition Frequent, measurable feedback and frequent wins Flexibility to respond to changing goals and business needs Greater achievement and encourage excellence 26
  24. 24. 27 All Metrics Aren’t Created Equal Attributes Type Rate of Change Quantity Ownership Comparative Operational Metrics Activity/Outcome Rapidly Scores Single LOB Prior Year Financial Metrics Outcome Rarely Dozens CFO Prior Year KPI’s Outcome Rarely <10 Cross LOB Target 27
  25. 25. 28 Total Transparency of KPI’s4 28
  26. 26. 29 Studies have shown that specific and ambitious goals lead to a higher level of performance than easy or general goals. As long as the individual accepts the goal, has the ability to attain it, and does not have conflicting goals, there is a positive linear relationship between goal difficulty and task performance.” “ Edwin Locke and Gary Latham
  27. 27. 30 ENTERPRISE PERFORMANCE MANAGEMENT • Strategy Map & Long Range Planning • Financial Budgeting & Planning • Profitability Modeling BUSINESS INTELLIGENCE • Dashboards & Self-Service Analysis • Predictive Analysis • Data Discovery & Visualization GOAL MANAGEMENT • Organizational Alignment • Transparency of Work • Engaged Team Members Develop a Dynamic Enterprise Guidance System5 KPI’s PROGRESS OBJECTIVES PLAN CONNECTMEASURE 30
  28. 28. Vision without EXECUTION is hallucination
  29. 29. Questions?

Hinweis der Redaktion


  • Poll Title: The Next World Series Champions Will Be...
    http://www.polleverywhere.com/multiple_choice_polls/W1YqVmi4rtgyp1N
  • Journal of Corporate Accounting and Finance – March/April 2014 – BRAG Research

    Palladium Research

  • Poll Title: What are the top obstacles for connecting strategy and execution in your company?
    http://www.polleverywhere.com/multiple_choice_polls/rJ0vxUXVYWGxzwY
  • #1 – Execution Equals Alignment
    9% say that can rely on colleagues in other functions all of the time.

    #2 – Execution Means Sticking to the Plan
    11% believe the strategic priorities have adequate resources
    #3 – Communication Equals Understanding
    55% of middle management can name one of the company’s top five priorities
    #4 – A Performance Culture Drives Execution
    <33% of managers encourage new colleagues to stretch for ambitious goals
    #5 – Execution Should Be Driven from the Top
    Frequent executive intervention diminishes middle-management ownership

  • Poll Title: Ideally, how often would you set or calibrate your goals?
    http://www.polleverywhere.com/multiple_choice_polls/Qa8LMw5JRSfvLO2

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