The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.

1.
Making
Your
Strategy
Work:
can
your
organisation
successfully
execute
its
strategy?
Globalisation,
new
technologies,
and
incredible
transparency
in
a
consumer
domain
are
key
drivers
in
every
business
environment
and
the
main
reason
for
the
variability
leaders
often
face.
Our
rather
unpredictable
reality
poses
a
tremendous
challenge
to
executives
in
many
domains:
how
can
we
successfully
execute
our
strategies
every
time?
“A
brilliant
strategy,
blockbuster
product,
or
breakthrough
technology
can
put
you
on
the
competitive
map,
but
only
solid
execution
can
keep
you
there.

2. You
have
to
be
able
to
deliver
on
your
intent.
“–
HBR,
“The
Secrets
to
Successful
Strategy
Execution”,
June
2008
The
best
preforming
companies
know
they
have
to
translate
the
abstract
into
concrete
every
day
principles
relying
on
their
own
uniquely
developed
talent
and
competencies.
These
organisations
design
and
build
their
own
specific
skills
to
set
them
apart
from
competitors.
They
then
bring
those
capabilities
to
scale.
Charles
Schwab
used
chalk
and
the
nu
mber
“6”
to
motivate
a
factory
of
steel
workers
toward
higher
output.
You
can
do
the
same
with
your
organisation
by
creating
standards
that
are
visible
to
everyone.
Over
decades
of
helping
organisations
transform
their
strategies
into
a
daily
routines,
we
developed
the
House
in
Order
(HiO)
process.
HiO
is
a
set
of
routines,
tools
and
effective
communication
tactics
to
address
systemic
issues
uncovered
from
diagnostic
data
analysis.
HiO
drives
business
improvements
for
a
competitive
advantage
in
the
marketplace
and
most
importantly
enables
the
organisation
to
become
fast,
adaptive,
and
responsive
to
the
customer.
Consisting
of
four
fundamental
building
blocks
executives
can
use
to
influence
execution
more
effectively.
HiO
is
a
process,
not
just
a
tool.
1.
Mine
data
and
discover
Everything
starts
with
a
solid
diagnostics.
Organisations
must
first
organise
and
collect
data
across
their
enterprise.
This
is
not
an
IT
exercise.
It
must
be
driven
with
clear
organisational
vision,
working
across
business
units
to
collect
and
aggregate
data
based
on
business
drivers,
breaking
down
silos.
It
opens
communication
from
the
CEO
to
entry
level
analysts.
Internal
data
is
often
unknown
and
highly
variable.
Different
business
outcomes
require
data
with
different
levels
of
accuracy,
granularity,
and
availability.
The
business
art
comes
when
organisations
fine-­‐tune
their
internal
processes,
and
with
the
need
for
agility,
providing
flexibility
and
technology
that
adapts
to
change.
This
analysis
phase
is
key
for
forecasting,
budgeting
next
steps,
and
clearly
articulating
how
people
will
work
together
to
solve
the
problem.
Competitive

3. intelligence
along
with
the
correct
decision
makers
at
the
table
will
enable
transparent
and
effective
thinking.
HiO
cannot
start
without
this
core
element.
2.
Inform
and
communicate
through
visual
representation
Data
is
complex
and
often
abstract.
Intelligent
and
creative
leaders
find
ways
to
make
data
decisive
with
clear
information
and
points.
This
is
beyond
graphs,
charts,
and
lines
–
visual
artefacts
need
to
tell
the
story
of
a
company’s
reality,
not
merely
report.
Organisations
must
concentrate
on
targeted
question,
fiercely
protect
scope
around
selected
areas
and
leave
other
degrees
of
visibility
untouched
until
needed.
3.
Develop
performance
monitoring
and
steering
tools
Once
the
data
has
been
collected
and
understood
it
is
time
for
leaders
to
react.
HiO
is
a
process
for
building
tools.
The
tools
your
organisation
creates
should
connect
leaders
and
managers
by
breaking
down
silos
between
business
units.
Executives
must
know
how
and
when
new
elements
of
data
and
activities
will
affect
the
product
lifecycle.
Correctly
designed
tools
directly
incorporate
customer
requirements
into
product
development.
4.
Integrate
tools
and
processes
into
the
company
environment
A
company
drives
synergies
and
collaboration
when
everyone
is
aligned
across
people,
process,
and
technology.
Connecting
enterprise
business
units
using
techniques
such
QFD
and
VoC
are
essential
for
maintaining
up
to
date
standards
and
cutting
edge
design.
Those
who
identify
needs
for
change
from
internal
data
analysis
and
diagnostics
are
setup
to
succeed.
The
first
diagnosis
identifies
the
problem
that
may
be
treated
with
the
HiO
process.
The
tools
built
from
HiO
affect
the
whole
company.
This
includes
SMART
re-­‐definition
of
objectives
and
financials
over
1-­‐3
years
and
team
building
where
it
is
most
needed.
The
HiO
process
focuses
on
increasing
collaboration
and
communication
within
an
organisation,
moving
everyone
toward
a
common
goal
and
purpose.
Companies
spending
most
of
their
time
on
the
technical
side
of
data
must
pivot
and
reconsider.
They
should
expand
their
focus
and
incorporate
HiO
process.
They
must
concentrate
on
uncovering
the
business
questions
that
need
to
be
answered
directly.
Keep
the
organisation
focused
on
practical
opportunities
and
tangible
outcomes.
Data
complexity
is
happening
whether
you
are
ready
or
not.
Get
ready
for
it.
Coddel
helps
clients
obtain
rapid,
actionable
insight
into
their
business,
to
enhance
revenue
and
profit,
reduce
costs,
and
improve
decision-­‐making
processes
and
customer
relationships.