Strategy Execution For EPIPL Managers

1. Strategy Execution
The Discipline of Getting Things Done

3. No worthwhile strategy can be planned
without taking it into account the
organization’s ability to execute it

4. Execution is the major job of the
Business Leader
Execution requires a comprehensive understanding of a
business, its people and its environment – and the leader
is only person in a position to achieve that understanding
Only the leader can make execution happen, through
his/her deep personal involvement in the substance and
even the details of execution
Who is leader : Leader Can be the Promoter / CEO / Unit
Head / HOD

5. Execution must be a core element of an
organization’s culture
Execution has to be embedded in the reward systems and in
the norms of behavior that everyone practices.

7. Building Block One: The Leader’s Seven
Essential Behaviors
Building Block Two: Creating Execution
Culture
Building Block Three: The Job No Leader
Should Delegate – Having the Right People in
the Right Place

8. Building Block One:
The Leader’s Seven
Essential Behaviors
1. Know Your People and Business
Leaders have to live their business. In companies that
don’t execute, the leaders are usually out of touch with
the day-to-day realities

9. Building Block One:
The Leader’s Seven
Essential Behaviors
2. Insist on Realism
• Realism is the heart of execution, but many organizations
are full of people who are trying to avoid or hide reality
• Start by being realistic yourself. Then make sure realism is
the goal of all dialogues in the organization

10. Building Block One:
The Leader’s Seven
Essential Behaviors
3. Set Clear Goals and Priorities
• Leaders who execute focus on a very few clear
priorities that everyone can grasp
• Focusing on three of four priorities will produce the
best results for the resources at hand

11. Building Block One:
The Leader’s Seven
Essential Behaviors
4. Follow Through
• Clear, simple goals don’t mean much if nobody
takes them seriously
• The failure to follow through is widespread in
business, and a major cause of poor execution

12. Building Block One:
The Leader’s Seven
Essential Behaviors
5. Delegate & Reward the Doers
• If you want people to produce specific results, you
delegate them responsibilities properly & reward them
accordingly. Trust the people you delegate. Never appoint
a shadow watchdog to check them. Speak Directly.
• This fact seem so obvious, yet many corporates do not
properly delegate or insit on accountability but appoint
watchdogs and do such a poor job of linking rewards to
performance that there’s little correlation at all

13. Building Block One:
The Leader’s Seven
Essential Behaviors
6. Expand People’s Capabilities via Coaching
• As a leader, you’ve acquired a lot of knowledge and
experience – even wisdom – along the way. Your job is
passing it on the next generation of leaders.
• This is how you expand the capabilities of everyone else in
your organization, collectively and individually.

14. Building Block One:
The Leader’s Seven
Essential Behaviors
7. Know Yourself
Without emotional fortitude, you can’t be honest with
yourself, deal honestly with business and organizational
realities, or give people forthright assessments.

15. Building Block Two:
Creating Execution
Culture
The basic premise is
simple:
Culture change gets
real when your aim is
execution.

16. Building Block Two:
Creating Execution
Culture
You don’t need a lot of
complex theory or
employee surveys to use
this approach.
You just need to change
people’s behavior so that
they produce results.

17. Building Block Two:
Creating Execution
Culture
First, you tell people clearly what
results you’re looking for. Tell
them how you will measure their
performance. Changing goal posts
will frustrate people.

18. Building Block Two:
Creating Execution
Culture
Then discuss how to get those
results, as a key element of the
coaching process. Allow a decent
time frame for them to perform.

19. Building Block Two:
Creating Execution
Culture
Then you reward people for producing the results.
If they come up short, you provide additional
coaching, withdraw rewards, give other jobs, or let
them go.
When you do these things consistently, you
create a culture of getting things done!

20. Building Block Three: The
Job No Leader Should
Delegate – Having the Right
People in the Right Place
Why the Right
People Aren’t in
the Right Jobs?

21. • The leaders may not know enough
about the people they’re appointing
• The leaders may pick people with
whom they’re comfortable
(psychological comfort), rather than
others who have better skills for the
job
• The leaders may not have the
courage to discriminate strong and
weak performers and take the
necessary actions.

22. The leaders shouldn’t be
personally committed to
the people process and
deeply engaged in it !!

23. The execution
oriented leader
devotes an inordinate
amount of time and
emotional energy to
hiring, providing the
right experiences for,
and developing
leaders.

25. Core Process of Execution
Strategy Process
People Process
Operational Process

26. Strategy
Process
Defines where a
business wants
to go

27. A strong strategic plan must address the following
questions:
• What is the assessment of the external environment?
• How well do you understand the existing customers and
markets?
• What are the critical issues facing the business?
• What is the best way to grow business profitably?
• Can the business execute the strategy?
• What are the important milestones for executing the
plan?

28. Strategy Execution Review Questions
• How strong is the organizational
capability to execute the strategy?
• Is the plan scattered or sharply
focused?
• Are the linkages with people and
operations clear?

29. People Process
Defines who’s
going to get it
there

30. A robust people process provides a
powerful framework for
determining the organization’s
talent needs over time and for
careful planning action that will
meet those needs.

31. Robust People Process is based on the
following building blocks:
• Linking to strategic plan and business results
• Developing the leadership pipeline though
continuous improvement, succession depth, and
reducing retention risk
• Deciding what to do about non-performers

32. Operation
Process provides
the path for
those people.

33. A robust operation process
focuses on an operating plan
that links strategy and people
to results.

34. Operating plan includes the
programs your business is going to
complete within one year to reach
the desired levels of such
objectives as earnings, sales,
margins, and cash flow.

35. End of Presentation
This Presentation is based on the book Execution : The
Discipline of Getting Things Done Larry Bossidy and Ram
Charan, Crown Business Publication
Compiled by Raghavan VP cgm.products@eicsgroup.com