strategy execution - vlerick mba course lecture

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Strategy Execution course material - MBA Vlerick Leuven Gent lecture

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  • 1. Strategy Execution: From Powerpoint to Practice A strategy, even a great one, doesnt implement itself MBA course | 16.03.2010 | Jeroen De Flander

2. From PowerPoint to Practice > MaterialPage 2 This presentation is available on Linked|SE, the official Strategy Execution Group on LinkedInSelect Search Groups andtype Strategy Execution Click on Go to news Click on MBA slides 3. From PowerPoint to Practice > AgendaPage 3 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 4. From PowerPoint to Practice > AgendaPage 4 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 5. From PowerPoint to Practice > Challenge Page 5 The execution challenge - 3 crucial questions every managers should askDid you know that companies loosebetween 40 to 60% of their strategy during implementation? 6. From PowerPoint to Practice > Challenge Page 6 The execution challenge - 3 crucial questions every managers should ask Do I know exactly where my company, department or team is losing performance? 7. From PowerPoint to Practice > Challenge Page 7 The execution challenge - 3 crucial questions every managers should ask What can I do to close the execution gap? 8. From PowerPoint to Practice > ChallengePage 8 The execution challenge experts and senior executives join forces Experts Senior Executives Dr. Peter Scott-MorganMichael SmithVP Group Strategy Coca-ColaSir John Whitmore Shane DempseyVP HR & Comm. Novo NordiskDouglas Johnson-PoensgenVolker VoigtVP Business Development BTAlan MaxwellProf. Vincent LionVP HR Lockheed MartinJean-Francois Van KerckhoveKoen Schreurs VP Corporate Strategy eBayHerv BorensztejnSr VP HR EADS 9. From PowerPoint to Practice > ChallengePage 9 The execution challenge our contributionActionable, up-to-date250+ useful benchmark informationimplementation tips 10. From PowerPoint to Practice > AgendaPage 10 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 11. From PowerPoint to Practice > FormulaPage 11 The Strategy Execution Formula: Framework + Heroes = Performance FrameworkHeroes 12. From PowerPoint to Practice > Formula Page 12 The 8 13. From PowerPoint to Practice > AgendaPage 13 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 14. From PowerPoint to Practice > InsightsPage 14 12 insights from the best-in-class: Strategy Execution 1. is a discipline of its own 2. is a vast area with blurred borders 3. is on its way to maturity 4. requires a great strategy 5. requires your attention from the start 6. has a strong timing sequence 7. requests a integration between organisational and individual performance 8. demands clear responsibilities 9. requires horizontal alignment 10. asks for measurement 11. is a resident 12. needs heroes 15. From PowerPoint to Practice > AgendaPage 15 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 16. From PowerPoint to Practice > HeroesPage 16 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. 17. From PowerPoint to Practice > Heroes Page 17 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. Your Strategy Execution role is part of your overall leadership role. 18. From PowerPoint to Practice > Heroes Page 18 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. Your Strategy Execution role is part of your overall leadership role.A good leader is a strategist as well as an implementer. Its not a question of either/or. 19. From PowerPoint to Practice > Heroes Page 19 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. Your Strategy Execution role is part of your overall leadership role.A good leader is a strategist as well as an implementer. Its not a question of either/or. Most managers find it easier to define a new strategy thanit is to implement the existing one. 20. From PowerPoint to Practice > Heroes Page 20 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. Your Strategy Execution role is part of your overall leadership role.A good leader is a strategist as well as an implementer. Its not a question of either/or. Most managers find it easier to define a new strategy thanit is to implement the existing one.Execution is part of your management job. It may sound boring,but nevertheless it is your job. 21. From PowerPoint to Practice > Heroes Page 21 The leadership challenge Strategy Execution isnt something others are doing while you are working on something more important. Your Strategy Execution role is part of your overall leadership role.A good leader is a strategist as well as an implementer. Its not a question of either/or. Most managers find it easier to define a new strategy thanit is to implement the existing one.Execution is part of your management job. It may sound boring,but nevertheless it is your job.Dont mix execution with operations/tactics. 22. From PowerPoint to Practice > AgendaPage 22 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 23. From PowerPoint to Practice > BarometerPage 23 The Strategy Execution Barometer: actionable, fact-based Strategy Execution benchmarking data 24. From PowerPoint to Practice > Barometer Page 24 The Strategy Execution Barometer: participants 25. From PowerPoint to Practice > BarometerPage 25The strategy Execution Barometer looks at Strategy Execution from eightdifferent perspectivesI. Strategy FocusVIII. Support for Managers II. Strategy Communication VII. Performance-Related PayStrategyIII. Initiative ManagementExecution Engaged People and VI. Performance-Driven Culture IV. Individual Objective Setting V. Skilled Managers 26. From PowerPoint to Practice > BarometerPage 26 Initiative Management and Strategy Communication rank at the bottom when comparing all eight perspectivesV. Skilled Managers VI. Engaged People and Performance-Driven CultureI. Strategy Focus IV. Individual Objective SettingVIII. Support for ManagersVII. Performance-Related PayII. Strategy Communication III. Initiative Management 27. From PowerPoint to Practice > BarometerPage 27 Three striking conclusions on the biggest challenge, Initiative ManagementStrategic initiatives are poorly staffed and inadequately budgeted forOnly 61 percent believe that initiatives are adequately budgeted and staffed.Only 6 to 8 percent of respondents are happy with resource allocationStrategic projects lack transparent accountabilities26 percent have no clue who is responsible for several strategic projectsOnly 21 percent find the project accountabilities transparentThere is often a mismatch between the project portfolio and the overall strategy21 percent of all projects fail to support the strategyOnly 15 percent is convinced that all projects are aligned with the strategy 28. From PowerPoint to Practice > BarometerPage 28 Three striking conclusions on Strategy Communication, the second prioritySenior management is ignorant of managers understanding of the strategy33 percent of participating managers are never actually asked the questionMeasurement of strategy understanding receives the worst scores of all communicationelements surveyedManagers lack information on their colleagues goalsJust 17 percent are happy with the strategy intelligence received from colleaguesAnd 24 percent dont receive anything at allManagers lack a clear view of the overall Strategy Execution processJust 66 percent indicate that they receive information on the Strategy Execution processOf all the 15 elements that determine the quality of the strategy communication, this onescores poorly and ends up in 14th place 29. From PowerPoint to Practice > AgendaPage 29 Agenda1The execution challenge2The Strategy Execution formula312 insights from the best-in-class4Strategy Execution Heroes5Strategy Execution Barometer6Questions & Answers 30. From PowerPoint to Practice > Q&A Page 30 31. From PowerPoint to Practice > Takeway Page 31 Performance takeaways for this session1. Sound Strategy Execution creates competitive advantage2. Most companies loose 40 to 60% of their strategic potential3. You need to know exactly where you loose performance4. Use the concept of the 8 to link individual and organisational performance5. Remember the managers crucial role to get it done6. Take on the challenge and be a hero!