Strategic execution moving from THINKING to DOING by Ben Tye
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Transcript of Strategic execution moving from THINKING to DOING by Ben Tye
© 2014 Cognizant © 2014 Cognizant
17th October 2014
Strategic Execution in times of uncertainty: How to move from Thinking to Doing
Ben Tye, Vice President (UK) – Programme Management.
© 2014 Cognizant 2
This is a time of great head scratching….
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© 2014 Cognizant
The world is changing. .
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In many ways…
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The rise of the “vast, silent, unseen Second Economy”
“By 2025 the Second Economy will be as large as the 1995 physical economy”
W. Brian Arthur, Santa Fe Institute – McKinsey Quarterly, Oct 2011; http://www.mckinsey.com/insights/strategy/the_second_economy
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• Many firms are configured for the past and not unleashing their potential
value
• Plenty will face an extinction event unless they adapt
• Those that adapt successfully will thrive
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We are entering a new era of
business models and processes
What are the implications for strategy execution?
What should we do about them?
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The conversion of strategic intent into
reality through the successful delivery
of integrated initiatives focused on
common objectives
“STRATEGIC EXECUTION”
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Strategic Execution Capability will become increasingly
more important than Strategic Thinking…
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… and yet the stats don’t look good at all….
Source: 2013 PMI Pulse of the Profession
For every $1B of programme investment, poor performers risk wasting 14 TIMES
more than high performers
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.. even execution at the basic PROJECT level remains poor.
1Source: : Project Management Institute
2013 Pulse of the Profession.
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In spite of the plethora of methodologies available..
• PMI
• PMBOK
• Critical Chain
• Agile
• Extreme
• Event Chain
• Deliverable based
• Risk Based
• CMMI
• SPICE
• APM
• PRINCE
• PRINCE II
• GAPS
• PRINCESS
• PROMPT
• HERMES
• WATERFALL
• ISO 9000
• ISO10006
• V-Modell
• Team Software Process
• Total Cost Management
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22% of all businesses risk
losing £/28m for every
£/100m invested
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Unfortunately, there’s no silver bullet
The environment IS complex…
But there are some basic things to get
right…
• Translating strategy into ACTION
• Choosing the right execution model
for YOUR organisation
• Active governance and assurance via
effective PMO
• MOBILISE and PLAN properly
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Translating Strategy to Action (Doing the right things)
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Execution - Doing things the right way for you….
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Active & Agile Assurance through EFFECTIVE PMO
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Mobilisation – Engage the clutch properly
• Often the best people are “not available” for mission
critical projects
• A history of failure of large scale strategic initiatives
means that few people see them as career
advancement opportunities
• What happens when it’s over? Concern about ”leaving”
a role or career path that is going well means teams are
often difficult to staff
• Programs often start with a limp rather than a bang
eroding delivering confidence
• No consistent, structured way to enable and empower
the team to perform effectively from Day One.
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Little thought has been given to creating high performance
teams in a focused, structured and repeatable way at the start
of major initiatives
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The objective of an Effective Mobilisation is to resolve the SIX
critical areas essential for any successful Strategic Execution
• Ensuring clarity of purpose, outputs, approach, control,
assurance, reporting – all the “HARD” elements need
to be nailed down URGENTLY
• Building a solid integrated plan that is thoroughly
understood and bought into by the team
• Embedding a consistent approach, and supporting
toolset and ENSURING the team use them!
• Getting the right people in the right roles as fast as
possible – and redirecting/removing/reskilling as
required
• Creating an Esprit rapidly that surmounts the “SOFT”
issues experienced by all new teams
• Forcing the team up the development curve as far as
possible, as quickly as possible
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Success is achieved through pragmatism and experience..
• Experience: applying domain and delivery experience to drive successful execution
• Benefits: focus on driving maximum value from business change and technology
investments
• Risk: proactive management of the potential pitfalls to delivery and benefits realisation
• Action: preventing ‘failure through inertia’ by driving actions and critical decision making
• Management: providing the disciplined environment to assure delivery.
© 2014 Cognizant 22
© 2014 Cognizant
Ben Tye
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For further information on this
presentation or to discuss
successful Strategic Execution
please do contact me directly.