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Strategy Execution: The Missing Link

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Recent research shows that companies engaging in quarterly goal-setting processes are almost four times more likely to be at the top of their industry compared with those utilizing an annual planning cycle. Find out how these high-performing organizations build strategic-thinking frameworks and incorporate regular goal-setting, giving them the flexibility to adjust their plans as circumstances change or new information arises. Go beyond the yearly plan and see how to think more strategically within the rhythm of your day-to-day responsibilities. Leave with a set of practical steps you can take to help your organization accomplish its goals.

Veröffentlicht in: Leadership & Management

Strategy Execution: The Missing Link

  1. 1. Strategy Execution The Missing Link
  2. 2. Strategy is a commodity.  Execution is an art. ‐ Peter Drucker
  3. 3. "Without strategy,  execution is  aimless. Without  execution, strategy  is useless."  – Morris Chang, CEO of TSMC
  4. 4. What are some of  the biggest  challenges you  have faced in  executing your  strategy?
  5. 5. Tips, tools and  tactics for  improving your  execution
  6. 6. “At it’s essence, execution consists of a set of  behaviors performed consistently over time.”
  7. 7. Six sources of influence that  powerfully shape human behavior
  8. 8. Engage four or more sources and your  odds of success increase 10X!
  9. 9. How do you  move a  boulder?
  10. 10. “If you want to move that  boulder, you’re going to need a  longer lever.”
  11. 11. Structure
  12. 12. A Picture is  Worth a  Thousand  Words . . .
  13. 13. IN CASE YOU WERE WONDERING,  THIS IS NOT A PICTURE . . .
  14. 14. Drive new total contract value (TCV) of _____ from ____ new clients and deliver EBITDA of ____ of revenue while scaling the business for sustainable growth and expansion Sample One Page Strategic Planning Document Become the global leader in ________ that continuously optimizes the best for our people, our planet and our profit Strategic Intent 20XX Strategic Objective 5 Key Strategies Aligned Strategic Initiatives Capitalize on a High Performance Team and Culture to drive innovation and exceed strategic imperatives Optimize our customer- centric Product Discipline to drive market leadership, customer satisfaction, and profitability Leverage our Unique _______ Value Proposition to deliver our brand promise of ______ Maximize Strategic Client Acquisition opportunities within targeted verticals and regions to drive accelerated growth • Executive Team • Performance Management • Learning Organization • Build vs. Buy • Industry-Specific • Product Strategy • Product Roadmap • Thought Leadership • Rebates and Incentives • Market Research • Manufacturing • Logistics • Deployment / Consulting • Account Management • TCV achievement • Direct Sales • Channels / VARs High Performance Team and Culture Product Management Discipline Unique Value Proposition Scalable Operational Processes Strategic Client Acquisition Exploit Scalable Operational Processes to increase margins and ensure effectiveness and efficiency
  15. 15. Regular  Meeting  Cadence
  16. 16. “Never begin  a meeting  without an  agenda.”
  17. 17. “Never conclude a  meeting without asking,  who, does what, by  when, and how we will  follow up.”
  18. 18. Scale the structure  based on the size of  your organization.
  19. 19. OKRs (Objectives &  Key Results) – born  at Intel, made  famous by Google
  20. 20. Establish a  Regular Goal  Setting  Rhythm
  21. 21. Annual,  Quarterly,  Monthly?
  22. 22. “3.5X More  Likely to be in  the Top  Quartile of  their  Industry.”
  23. 23. What factors  should you  consider in  setting your  cadence?
  24. 24. Look beyond the executive  management level
  25. 25. Bottoms Up & Cross                      Functional Approach to Goals
  26. 26. How do we create clear linkages between  my job and the company goals?
  27. 27. Software Tools Can Help
  28. 28. “The broader the base of participation in its  creation, the more likely you'll see follow  through in its execution.”
  29. 29. “If they don't weigh in, then they  won't buy in.” – Pat Lencioni
  30. 30. Meet Dana  Born
  31. 31. Context is Key
  32. 32. Why is this product redesign such a big  deal?
  33. 33. Why is attracting and retaining top  talent such a big deal?
  34. 34. Relentlessly ask this  question:  “What is our most  important  priority?”
  35. 35. 1.  START WITH THE BASICS – How Long In Role – Successes  – Challenges – Next Positions and When – Strategic Needs/Wants – What Messages/Coaching Should They be  Getting?
  36. 36. CHARACTERISTICS Of SUCCESSFUL  PROGRAMS • Simple • Focused on performance and potential • Involves all leaders in the organization • Includes employee input • Driven by the top leadership • Owned by the line • Supported by the HR group
  37. 37. 2.  PERFORMANCE AND POTENTIAL • The measure of a true leader is certainly not  their list of achievements; their true leadership  legacy will be in their ability to grow, develop,  & nurture future leaders that would follow  them in times of crisis and behave in a way  that is similar to the leader that taught them. • You impact and change many people’s lives • Believe it or not, they want to be you
  38. 38. PERFORMANCE • Degree to which an individual meets pre-set work expectations 1 = Below expectations 2 = Meets expectations 3 = Exceeds expectations
  39. 39. POTENTIAL • Ability to change, adapt and learn based on experiences 1 = Is not open to feedback; does not learn from past experiences; is not focused on own development; reacts in similar fashion in all situations. 2 = Is open to feedback; can learn from past experiences; focuses on development of self, but tends to be more reactive than proactive; shows some ability to adapt to the situation or moment.
  40. 40. POTENTIAL • Ability to change, adapt and learn based on experiences 3 = Seeks out constructive feedback and adjusts behavior based on this feedback; can learn in the moment as well as from past experience; anticipates future changes and is proactive in dealing with them; focuses on self-development and fosters growth in others.
  41. 41. TECH EXPERT KEY PERFORMER SUPERSTARS DANGER ZONE SOLID CONTRIBUTOR MOVERS & SHAKERS MOMENT OF TRUTH UNDER PERFORMER MISMATCH DEVELOPING
  42. 42. 3. INTERNAL COACHING &  MENTORING • Goal Setting - agenda/monthly/yearly • Listening • Communication (give/receive Feedback) • Tracking Progress • Follow Through Role-Model – Do not put too much pressure on self Cannot be all things to all people at all times
  43. 43. COACHING DO’S and DON’TS Do: • Clear Goals • Provide Feedback not Feed‐Around • Enthusiasm and Optimism • Clear Performance Expectations • Provide Recognition (by knowing them) • Solicit Feedback from Protégé
  44. 44. COACHING DO’S and DON’TS Don't:  • Label People – A’s and B’s • Punish for Mistakes • Miss Opportunity to Learn • Dwell on Past Failure  • Not Coach Owners/Top‐level Executives • Allow Disinterested to Skip Coaching
  45. 45. 4.  STRUCTURED DEVELOPMENTAL COACHING • Content – What will meeting look/feel like • Structure – What is agenda • Frequency – What can you commit to • Location ‐ Neutral • Timing – Squeaky Wheel does NOT get the  grease • 3 positives for every negative
  46. 46. DEVELOPMENTAL SUCCESSION PLANS • SMART GOALS • MEASURES • ACTIONS – Small leads to success • SUPPORT PEOPLE • HOW CAN ORGANIZATION SUPPORT YOU
  47. 47. Let’s Connect Dan Griffiths is the Director of Advisory Services at Tanner, a CPA firm based in Salt Lake City. He provides strategic and business planning, business coaching, and leadership development. Contact Dan at: dgriffiths@tannerco.com Or connect with him on LinkedIn: www.linkedin.com/in/dangriffiths cpa

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