make your strategy come alive keynote 2011
DESCRIPTION
TRANSCRIPT
Make Your Strategy Come Alive
10%
NINE
the whole strategy
implementation challenge.
Leaders underestimate
“One of the criticisms we would have of some of our colleagues who have studied strategy (and some consultants who advice on strategy) is that they assume that once you design strategy it gets executed”
STRATEGYIMPLEMENTATION
Joseph Bowler,
Professor of Business Admin
Harvard Business School
“They don’t look inside the process
and realize that its much more complicated.”
STRATEGYIMPLEMENTATION
Would you prefer to have:
A.Good strategy implemented badly
B. Bad strategy implemented well?
OR
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University
Graduation
Frustration
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Implementation is not
a linear
event
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© Bridges Business Consultancy Int, 2006
© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006
Why Does
ChangeFail?
90%
Failure
Rate
© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006
STRATEGYIMPLEMENTATION
© Bridges Business Consultancy Int, 2010
The Story of Strategy Implementation
so far…
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+
The Current Change Equation
Vision, Mission &
Values
Strategy
Change Manageme
nt
= RESULTSxNOT FOR NINE OUT OF 10 COMPANIES
+
What do the one in ten companies do different?
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Implementation Challenge
Vision, Missio
n & Values
Change Management
Implementation
Go beyond traditional change management
Strategy
Creation
Implementation
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The
Implem
entatio
n
Compas
s
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Shareholder Value
If strategy is about making the right choices,
then implementation is about…
Strategy
Implementation Compass™
A framework for identifying the right action you need to take to today to deliver
tomorrow’s strategy
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© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006
Are you supporting the staff members who are supporting
the strategy implementation?
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Do your staff members know why it is urgent to adopt the new strategy?
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Is everyone constantly
communicated to about
what’s working, what’s not and what’s going to happen next?
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Are your measures tracking the old
strategy or the new strategy?
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Is the implementation aligned to your
culture?
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Do staff members have an
opportunity to change the daily
processes to meet the requirements
of the new strategy?
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Are the behaviors and actions required to
implement the new strategy
encouraged and reinforced?
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Do you discuss the strategy
implementation more or less than
operational challenges?
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Squeezed in at the end of the meeting…
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© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006
2. Which direction is the
hardest to implement?
4. Which direction is the
least practiced among leaders?
1. Turn to a partner and
share your thoughts on the compass.
3. Which direction receives
the most resistance?
© Bridges Business Consultancy Int, 2010
© Bridges Business Consultancy Int, 2010
© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2010
© Bridges Business Consultancy Int, 2010
© Bridges Business Consultancy Int, 2006© Bridges Business Consultancy Int, 2006
To participate in our discussions
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