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Converting Strategy to Execution
This document provides techniques for converting strategy into execution. It discusses how less than 40% of strategies are implemented and over 70% of major transformation efforts fail. Barriers to execution include urgent problems that distract from strategy, lack of clarity in strategies, and platitudes in mission statements. Ideas are easy but execution is hard and requires discipline, persistence, and perseverance. Techniques discussed for improving execution include reframing problems, using leading indicators, ritualized dissent, checkpoints, project management, buy-in, accountability, and motivation through autonomy, mastery and higher purpose.
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Converting Strategy to Execution
- 1. Converting Strategy to Execution Robert L.Bogue Rob.Bogue@ThorProjects.com 317-572-5310
- 2. About Me • 25years of professional experience • 12 years as a business owner • Author credit on 25 books • Read and blog about 1 book per week
- 3. Agenda • The CurrentSituation • Barriers • Techniques
- 4.
- 5. < 40% ofStrategies are implemented – Conference Board/AMA
- 6. More than 70%of Major Transformation Efforts Fail - Kotter
- 7.
- 8. Firefighting / Marshmallowing • Urgentproblems needing immediate attention • Employees needing soothing
- 9. Where we think wework …
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- 11.
- 12. Lack of Clarity •Our strategies lack clarity • We can’t see the specific actions to lead to the results • We’ve defined the end point – but never worked out how to get there
- 13. Platitudes • Platitude -a flat, dull, or trite remark, especially one uttered as if it were fresh or profound. (Dictionary.com) • A.K.A the corporate mission statement • You can not express the real goal as a platitude
- 14. Landing on Platitudes •Exhaustion • “Group Think” • Don’t want to say no
- 15. Ideas are Easy •Execution is hard it requires… • Discipline • Persistence • Perseverance
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- 18. WIII-FM • What isin it for me? (WIII FM) • Describing the benefits to individuals not to the organization
- 19. Career Orientations Balance • Ithink extremes should be limited • I don’t want to have to give up my home life Challenge • I want to do something I’ve never done before • I have to be fully engaged in the work Security • I don’t like change • I don’t want to worry about my financial needs Freedom • I want to be in control of my own destiny • I want to find my own way Advancement • I want the VP title • I want the corner office
- 20. Time Paradox Past Positive •“TheGood Ole Days” •“Things will never be that good again” Past Negative •“I had a rough childhood.” •“I don’t want to do that again, I barely made it through the last time” Present Fatalism •“Whatever happens is the divine will of God.” •“My destiny is preset” Present Hedonism •“If it feels good, do it.” •“Live for the moment” Future •“Tomorrow will be better” •“I’m building a better future” View of Change
- 21. Myers - BriggsType Indicator Attitudes Perceiving Functions Lifestyle JudgingFunctions Extroverted Introverted Sensing Intuiting Thinking Feeling Judging Perceiving
- 22. Reiss 16 Factors You Power Independence Curiosity Acceptance Order Saving Honor Idealism SocialContact Family Status Vengeance Romance Eating Physical Activity Tranquility
- 23. Emotional-Rational- Environment • The Model •Elephant – Emotional powerhouse • Rider – Rational control • Path –Environment and habits • Implications • The rider has the illusion of control • The path has strong influence CCFlickrmckaysavage
- 24. What happens when youpoint a horse towards the barn?
- 25. How do youknow when the driver is drunk (or asleep)?
- 26.
- 27. Reframing • Children whosemarshmallow was hidden held out longer • Lesson: Hide the distractions • Children who treated the marshmallow like a picture instead of real held out longer • Lesson: Teach evaluation
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- 29. Lagging Indicators • Should •Represent business value • Examples • Increased number of sales wins • Reduced service desk costs • Improved project profitability
- 30. Leading Indicators • Should •Reasonably predict result • Be changeable • Examples • Response time for RFPs • Reduced service desk call times • Reduced project issue closure time
- 31. Ritualized Dissent • Play“devil’s advocate” with the strategy before you’re done • Ask how you can make the strategy work - repeatedly
- 32. Checkpoints • Recurring Meetings •Put on the calendar when the strategy is created • Don’t cancel and avoid rescheduling • Review Metrics
- 33. Meeting Management • Agenda •Action Items • What • Assignment (Person) • Due Date • Dependencies • Issues
- 34. Project Management • Createa path for the action items • Balance between rigidity and flexibility
- 35. Buy-In • Communicate then •Communicate then • Communicate • Don’t fight resistance – foster support
- 36. Accountability • Make themetrics visible • Talk about the metrics at each meeting
- 37. Motivation 3.0 • 1.0:Biology • 2.0: Rewards and punishments • Carrots and sticks • 3.0: Intrinsic • Autonomy • Mastery • Purpose
- 38. Maslow’s Hierarchy of Needs breathing, food,water, sex, sleep, homeostasis, excretion Physiological security of body, of employment, of resources, of morality, of the family, of health, of propertySafety friendship, family, sexual intimacy Love/Belonging self-esteem, confidence, achievement, respect of others, respect by others Esteem morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts Self-actualization
- 39. One More Time: HowDo You Motivate Employees? By Fredrick Herzberg January-February 1968
- 40. Autonomy • Self-Directed • Definingthe DESTINATION = Ok • Defining the ROUTE to the DESTINATION = Not OK
- 41. Mastery • Impossible goal •Ability to work towards being good at something
- 42. Higher Purpose • Doeswhat I’m doing matter? • … to my development • … to my career • … to my family • … to my world
Editor's Notes
- #2 Time:2 Min Pause here. Talk about how humans learned to harness the power of nature … building dams for water then mills to convert the power into grinding for grain. That’s what we’re doing when we’re converting strategy to execution – from raw power into something useful.
- #3 Generation X – All about execution Started in technology Information Overload Book – ANA Organizational Change from the Inside Out (Giving) Child Safety Cards
- #5 Do you feel like you’re on a treadmill of new strategies. You’re running … but you’re not getting anywhere.
- #8 Kids taking out the trash ZIP Cars (Optional)
- #9 Mischel – Delayed gratification and the impact on lifelong success.
- #10 Everything we do is important – and urgent? (Is that how you feel?)
- #11 Do the things we’re working on REALLY matter? I spent a great deal of time working on automating printing of post cards – but was it really worth the time?
- #12 We want to be able to work on important things that we have the time to complete fully. Handwashing Kit, Child Safety Cards Avoiding Chronic Business
- #13 Transmission in a car. Strategy is the engine. Tires are where the rubber meets the road … but there’s a transmission between them. Conversion into tactics.
- #14 Time: 1 minute The trap is that platitudes aren’t argued with so exhausted people give up and use them “Seek to prevent the clubbing of baby seals.” Of course, who wants baby seals mucking up the dance floor?
- #15 Platitudes just mean you’re not really done.
- #16 Strategies are Ideas… Innovation and Ideas … Compare a good idea to a great idea.
- #18 You don’t fear the lion, you fear being eaten by the lion Daniel Kahneman, Thinking Fast and Slow – More influenced by negative than positive.
- #19 Time: 1 minute People are not machines or interchangeable parts (Fred Brooks – The Mythical Man Month) Story: Conference Call Numbers Unlimited long distance Calling the toll-free number vs. the toll/long distance number There’s no WIII FM w/ dialing the toll/long distance number
- #20 How to Communicate? Balance -> The change returns things to the natural order/balance Challenge-> This will make you a better person Security -> This change is safe; minimize risk Freedom -> Helping to define things Advancement -> How this will look good on a resume
- #21 How do you communicate? Past Positive -> How this change may lead back to the golden days Past Negative -> How this change will move forward and away from bad things of the past/today Present Fatalism -> This is what we’re meant to do; it’s our destiny as an organization Present Hedonism -> Let’s try it; it might feel good Future -> This will make our future better
- #22 INTJ – You’re crazy, You have a multiple personality disorder…
- #23 Who Am I? - The Normal Personality Professor Emeritus @ Ohio Univerisity Power is the desire to influence others. Independence is the desire for self-reliance. Curiosity is the desire for knowledge. Acceptance is the desire for inclusion. Order is the desire for organization. Saving is the desire to collect things. Honor is the desire to be loyal to one’s parents and heritage. Idealism is the desire for social justice. Social Contact is the desire for companionship. Family is the desire to raise one’s own children. Status is the desire for social standing. Vengeance is the desire to get even. Romance is the desire for sex and beauty. Eating is the desire to consume food. Physical Activity is the desire for exercise of muscles. Tranquility is the desire for emotional calm.
- #24 Barrier: We don’t understand how people make decisions… We always talk to rational Speak to the elephant Laydown the right path -> Set the right defaults Also reference Lewin – Behavior is a function of both person and environment. References: Switch – Chip Heath / Dan Heath Happiness Hypothesis – Jonathan Haidt
- #25 Story: Riding through a fence (You are not in control)
- #28 Flow – High email notifications. Evaluate – Look at the distractions as distractions – not a part of the core of your job.
- #29 Metrics… How to Measure Anything – Douglas Hubbard
- #32 Platitude Busting / Creating Clarity
- #33 (Alternative) Milestones Julia Roberts – Inside the Actors Studio – “The have to”
- #34 An appeal to all is an appeal to none.
- #35 Truck driver – paid to get to the destination, not told the exact route to take
- #36 Kotter – 8 step change model … lots of communication (light a fire / create urgency then keep telling people) Judo not Karate. Reference: Kotter’s book Buy-In which discusses the types of people that resist. Pause … Resistance is fear / anxiety (which is unspecified fear) … what are those who are resisting fearing?
- #38 Time: 2 minutes Algorithmic vs. Heuristic Fredrick Herzberg – One More Time: How Do You Motivate Employees? (Hygiene/Motivators) Book Reference: Drive by Daniel Pink
- #39 Starving artist
- #40 Fredrick Herzberg “Make ‘em do it.” More are becoming a member of the creative class… they need different motivations…
- #41 Time: 1 minute Truck Driver – Paid by the mile, told where to deliver but not what roads to take (even though they’re paid off of optimal miles)
- #42 Time: 1 minute Asymptote – approaching (but never reaching) a line
- #43 Time: 1 minute Can be second chair… i.e. allowing someone else to reach their purpose Supporting others is a noble purpose Story: Ben Gibson Teacher / Professor / Mentor Wanted to help others reach their potential
- #44 Water is diverted to power generation (See above falls) US/Canada agree to what is diverted to keep the falls running for guests. Substantial capacity for power generation. Only when the water is diverted.