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Management ExecutionManagement Execution

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The Eight Components of The Eight Components of Management ExecutionManagement Execution

OrganizationOrganization

ResourcesResources

Policies & Policies & ProceduresProcedures

Continuous Continuous ImprovementImprovement

SystemsSystems

Rewards & Rewards & IncentivesIncentives

CultureCulture

LeadershipLeadership

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Staffing the Organization—Building Staffing the Organization—Building Managerial TalentManagerial Talent

Assembling a capable management team is a cornerstone of the organization-building task

Find people who can “make it happen”

NETWORK AND COOPERATE – partners and fellow travelers are your friends!

Provide promising team members with skill-stretch assignments

Strive to retain high-performers via career path development and compensation

Coaching average performers to improve their abilities

EmpowerEmpower

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Allocating Resources to Strategy Allocating Resources to Strategy Critical ActivitiesCritical Activities

Allocating resources in ways to support effective strategy execution involves

Funding projects that hold promise, while turning down those that don’t

Providing the proper amount of funding to support new strategic initiatives

New strategies call for the reallocation of resources

A2 A2 (Events vs.(Events vs.Licensing)Licensing)

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Instituting Strategy Supportive Instituting Strategy Supportive Policies and ProceduresPolicies and Procedures

Policies and procedures facilitate good strategy execution by:Providing top-down guidance

regarding how things need to be doneEnforcing consistency in how

strategy-critical activities are to be performed

Promote a work climate that facilitates good strategy execution

MDMD(Deliverables(Deliverables& Contracts)& Contracts)

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Striving for Continuous Striving for Continuous Improvement in Internal ProcessesImprovement in Internal Processes

Searching out and adopting best practicesis integral to effective implementation

Benchmarking is the backbone of theprocess of identifying, studying, andimplementing best practices

Expose yourself to new ideas/colleagues/ companies/industries/academia

PwCPwC

MDMD

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Installing Information and Operating Installing Information and Operating SystemsSystems

Good information and operating systems are essential for first-rate strategy execution

Information systems are needed to track and report:Customer data

Operations data

Employee data

Supplier data

Financial data

RHMRRHMR(CRM)(CRM)

BertelsmannBertelsmann

(SAP)(SAP)

• The critical importance of having a “tech geek” on the teamThe critical importance of having a “tech geek” on the team• Online “virtual tech geek” resourcesOnline “virtual tech geek” resources

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Using Rewards and IncentivesUsing Rewards and Incentives

Reward systems should include both monetary rewards and non-monetary rewards

MonetaryMonetary

Base pay increases Bonuses Profit sharing plans Stock options Piecework

incentives

Non-MonetaryNon-Monetary

Praise and recognition

Stimulating assignments

Autonomy Rapid promotion

PwCPwC

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Corporate CultureCorporate Culture

A corporate culture or work climate is the product of work practices and behaviors that define “How we do things here”Approach to people managementThe chemistry of its work environment

A2A2

MDMD

CRSICRSI

dock11.comdock11.com

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Leading the Strategy Execution Leading the Strategy Execution ProcessProcess

Managers at all levels of the organization must:

Stay on top of what is happening

Be adept in determining what problems lie in the path of operating excellence

Push the organization for good results and operating excellence

““Feel the vibe”Feel the vibe”MBWAMBWA

SolveSolveProblemsProblems

InspireInspire

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Management Execution – Example Management Execution – Example (T-Shirt Company)(T-Shirt Company)

OrganizationFocus on word-of-mouth thought leaders

as partners for initial UC campus phaseConsider bringing on partner(s) for

expansion to other campuses Resources

Get input from Adam Campos on key resources (T-shirt production equipment)?

Later resource investments may involve marketing capabilities as well

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Management Execution – Example Management Execution – Example (T-Shirt Company)(T-Shirt Company)

Policies & ProceduresOrder, delivery, and payment terms

with customersLiability issues (flammability, allergies,

etc) Continuous Improvement

Advice contactsTrade association/trade journalsNetworking

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Management Execution – Example Management Execution – Example (T-Shirt Company)(T-Shirt Company)

Information SystemsInitial focus on technology team

member and basic office setupMid-term focus on inexpensive,

scalable ERP system Rewards & Incentives

Initial focus on “win-win” situations for partners and fellow-traveler firms

Initial focus on equity for key personnel

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Management Execution – Example Management Execution – Example (T-Shirt Company)(T-Shirt Company)

CultureFocus on camraderie by:

• Making sure the interests of all key personnel are addressed

• Finding regular weekly time for all key personnel to meet and work together

LeadershipInitial focus on frequent communication

with all partners to identify/address problems