Strategy Execution For EPIPL Managers

Strategy ExecutionThe Discipline of Getting Things Done

Redefining Strategy Execution

Execution is a discipline and integral part to strategy

No worthwhile strategy can be planned without taking it into account the organization’s ability to execute it

Execution is the major job of the Business Leader

Execution requires a comprehensive understanding of a business, its people and its environment – and the leader is only person in a position to achieve that understanding

Only the leader can make execution happen, through his/her deep personal involvement in the substance and even the details of execution

Who is leader : Leader Can be the Promoter / CEO / Unit Head / HOD

Execution must be a core element of an organization’s culture

Execution has to be embedded in the reward systems and in the norms of behavior that everyone practices.

Three Building Blocks of Execution

Building Block One: The Leader’s Seven Essential Behaviors

Building Block Two: Creating Execution Culture

Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place


1. Know Your People and Business

Leaders have to live their business. In companies that don’t execute, the leaders are usually out of touch with the day-to-day realities


2. Insist on Realism

• Realism is the heart of execution, but many organizations are full of people who are trying to avoid or hide reality

• Start by being realistic yourself. Then make sure realism is the goal of all dialogues in the organization


3. Set Clear Goals and Priorities

• Leaders who execute focus on a very few clear priorities that everyone can grasp

• Focusing on three of four priorities will produce the best results for the resources at hand


4. Follow Through• Clear, simple goals don’t mean much if nobody

takes them seriously

• The failure to follow through is widespread in business, and a major cause of poor execution


5. Delegate & Reward the Doers• If you want people to produce specific results, you

delegate them responsibilities properly & reward them accordingly. Trust the people you delegate. Never appoint a shadow watchdog to check them. Speak Directly.

• This fact seem so obvious, yet many corporates do not properly delegate or insit on accountability but appoint watchdogs and do such a poor job of linking rewards to performance that there’s little correlation at all.


6. Expand People’s Capabilities via Coaching

• As a leader, you’ve acquired a lot of knowledge and experience – even wisdom – along the way. Your job is passing it on the next generation of leaders.

• This is how you expand the capabilities of everyone else in your organization, collectively and individually.


7. Know Yourself

Without emotional fortitude, you can’t be honest with yourself, deal honestly with business and organizational realities, or give people forthright assessments.

Building Block Two: Creating Execution

Culture

The basic premise is simple:Culture change gets real when your aim is execution.


Culture

You don’t need a lot of complex theory or

employee surveys to use this approach.

You just need to change people’s behavior so that

they produce results.


Culture

First, you tell people clearly what results you’re looking for. Tell them how you will measure their performance. Changing goal posts will frustrate people.


Culture

Then discuss how to get those results, as a key element of the coaching process. Allow a decent time frame for them to perform.


Culture

Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give other jobs, or let them go.

When you do these things consistently, you create a culture of getting things done!

Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place

Why the Right People Aren’t in the Right Jobs?

• The leaders may not know enough about the people they’re appointing

• The leaders may pick people with whom they’re comfortable (psychological comfort), rather than others who have better skills for the job

• The leaders may not have the courage to discriminate strong and weak performers and take the necessary actions.

The leaders shouldn’t be personally committed to the people process and deeply engaged in it !!

The execution oriented leader

devotes an inordinate amount of time and emotional energy to hiring, providing the

right experiences for, and developing

leaders.

Core Process of Execution

Strategy ProcessPeople ProcessOperational Process

Core Process of Execution

Strategy Process

Defines where a business wants

to go

• What is the assessment of the external environment?• How well do you understand the existing customers and

markets?• What are the critical issues facing the business?• What is the best way to grow business profitably?• Can the business execute the strategy?• What are the important milestones for executing the

plan?

A strong strategic plan must address the following questions:

Strategy Execution Review Questions

• How strong is the organizational capability to execute the strategy?

• Is the plan scattered or sharply focused?

• Are the linkages with people and operations clear?

People Process Defines who’s going to get it

there

A robust people process provides a powerful framework for

determining the organization’s talent needs over time and for

careful planning action that will meet those needs.

Robust People Process is based on the following building blocks:

• Linking to strategic plan and business results• Developing the leadership pipeline though

continuous improvement, succession depth, and reducing retention risk

• Deciding what to do about non-performers

Operation Process provides

the path for those people.

A robust operation process focuses on an operating plan that links strategy and people

to results.

Operating plan includes the programs your business is going to complete within one year to reach

the desired levels of such objectives as earnings, sales,

margins, and cash flow.

This Presentation is based on the book Execution : The Discipline of Getting Things Done , Larry Bossidy and Ram Charan, Crown Business Publication

Compiled by Raghavan VP [email protected]

End of Presentation

Strategy Execution For EPIPL Managers

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