Why Execution Fails and What to Do About It
Transcript of Why Execution Fails and What to Do About It
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Keynote Speaker
Why Execution Fails and What to Do About It
Introducing the DELTA FORCE model
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
Why DELTA
FORCE ?FORCE ?
WHYWHY
DELTA OverviewOverview
DELTADELTA
FORCE OverviewOverview
FORCEFORCE
Getting Getting Started
STARTSTART
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What is DELTA FORCE?
Movie
Book Fraternity
Movie
Fraternity
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What is DELTA FORCE?
5-Step Model for…
• Strategy Execution Excellence
• Initiative Implementation Success
• Change Management
• Strategy/Initiative Return on Investment (ROI)
•Tips and Tricks
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
What is DELTA
FORCE ?
WHATWHAT
DELTA OverviewOverview
DELTADELTA
FORCE OverviewOverview
FORCEFORCE
Getting Getting Started
STARTSTART
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Why DELTA FORCE?
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Survey Results
Award Winning Programs
Why DELTA FORCE?
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Survey Results
Award Winning Programs
Why DELTA FORCE?
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2 Award Winning Programs2
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2014 ReliabilityWeb Survey Results…
IMPLEMENTATION RELIABILITY CHANGES
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2013 ReliabilityWeb Survey Results…
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More Survey Results…
2014 ReliabilityWeb Survey High Level Results (1,000 cross industry surveyed)
• Organizational Culture change is biggest obstacle • Reliability Improvement is a significant goal
• 1/3 plan on Benchmarking/Gap Assessment in next 12 months
• CAPEX/OPEX integration
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Other Survey Results…
2013 McGraw-Hill Survey High Level Results (450 water industry surveyed)
• Holistic Asset Management Programs see biggest benefits
• Execution/Change Management requires focus
• Condition Assessments #1 in Effectiveness
• 81% find Business Cases effective for CIP decision-making
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Other Documented Needs…
2015 Harvard Business Review
We know that it matters. A recent survey of more than 400 global CEOs found that executional excellence was the number one
challenge facing corporate leaders in Asia, Europe, and the United States, heading a list of some 80 issues, including innovation, geopolitical instability, and top-line growth. We also know that execution is difficult. Studies have found that two-thirds to three-quarters of large organizations
struggle to implement their strategies.
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Survey Says…
We plan to develop Reliability / AM Strategic Plans
BUT, we need Strategy Execution Best Practices
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Survey Says…
Strategy Execution Best Practices can…
• Engage staff to drive sustainable change • Capture benefits offered by best / leading practices • Deliver ROI on new strategy investments
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Survey Results
Award Winning Programs
Why DELTA FORCE?
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Survey Results1
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ReliabilityWeb CEO asked….
How Does a Public Sector Company Win an UPTIME AWARD?
…not just 1 …BUT 2 AWARDS….
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Cincinnati MSD Maintenance & Reliability Program Exceeds Goals Maintenance and reliability initiatives were implemented and successes communicated to staff and community
Highlights
• Conducted Maintenance and Reliability Gap Assessment
• Developed a Strategic Plan and Master Schedule • Created “Guiding Light” (Vision / Mission / Values /
Goals) • Chartered Steering and Task Teams • Increased training opportunities and active
management listening, facilitated by increased communication planning
• Documented Benefits and Savings
Benefits
• Reduced reportable accidents by 36 percent • Reduced reactive maintenance 30.6 percent;
achieving 7:1 cost savings ratio on maintenance • Reduced overtime usage by 17 percent • Implemented 24,000 planned jobs in 2012,
achieving 75 percent weekly scheduling performance
• Held more than 20 training workshops in 2012 covering reliability/RCM predictive maintenance and planning and scheduling
2-time Uptime Awards Winner
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PAST
IMPLEMENTATION RELIABILITY CHANGES
30% Other
70% Successful
FUTURE
IMPLEMENTATION SUCCESS RATE
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So ReliabilityWeb CEO and I teamed up, put 2 and 2 together and got….
THE 5-STEP MODEL
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PLAN (5-Step Model) 1. Define the
Problem / Opportunity
2. Envision the Future
3. Lead by Example
4. Task Management
5. Active Monitoring
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1. Define the
Problem
2. Envision
the Future
3. Lead by
Example 4. Task
Management
5. Active Monitoring
EXECUTE (Critical Success Factors)
PLAN
Respect
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The FUTURE is with…
The DELTA FORCE model
• The DELTA FORCE™ model for strategic execution excellence is built on nearly 15 years of proven success helping companies and executives accelerate and deliver real value from Asset Performance and Reliability Management change initiatives/programs
• Book Release – The RELIABILITY Conference, April 2016
• Packaged Nicely in the Book - Why Execution Fails And What to Do About It
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But isn’t there a silver bullet?
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Doctor of Strategy Execution
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www.johnwfortin.com
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
Why DELTA
FORCE ?FORCE ?
WHYWHY
What is DELTA
FORCE ?
WHATWHAT
FORCE OverviewOverview
FORCEFORCE
Getting Getting Started
STARTSTART
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Define the Problem
Envision the Future
Lead By Example
Task Management
Active Monitoring
DELTA Strategic Execution Excellence Process
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Gap Analysis
Best Practices Assessment Gap Analysis Recommended
Actions
Strategic Plan
Improvement Plan/Road Map
Goal Alignment and
Expectations Focused Action
Define and Envision
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Sample Mission, Vision, Values and Strategic Plan Summary
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Executive Sponsor
Steering Team
Improvement Initiative
Leadership via the Team-Based Organizational Structure
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Leadership via the Team-Based Organizational Structure
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Executive Sponsor
Steering Team
Task Team
Task Team
Task Team
Improvement Initiative
Task Management and Active Monitoring
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Task Management and Active Monitoring
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Task Management and Active Monitoring
Table A-1: MWRA’s Communications Plan
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
Why DELTA
FORCE ?FORCE ?
WHYWHY
DELTA OverviewOverview
DELTADELTA
What is DELTA
FORCE ?
WHATWHAT
Getting Getting Started
STARTSTART
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Entrepreneurial
Culture Awareness
Respect among team members
Organized – treat like a capital project
Follow–through on activities
FORCE Strategic Execution Excellence Imperatives
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MEETING AGENDA
MEETING MINUTES
John Fortin to do XX by _date_
Treat Like A Capital Project (How Things Get Built)
• Project Manager • Scope • Schedule – Multi-Year • Budget • Team
Follow-through and Organized
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• Yes, and… • Team dynamics • Positive energy • Test ideas
Respect, Culture, Entrepreneurial
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™
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Agenda
What is DELTA
FORCE ?
Why DELTA
FORCE ?
DELTA Overview
FORCE Overview
Getting Started
WHAT WHY DELTA FORCE START
Why DELTA
FORCE ?FORCE ?
WHYWHY
DELTA OverviewOverview
DELTADELTA
What is DELTA
FORCE ?
WHATWHAT
FORCE OverviewOverview
FORCEFORCE
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Getting Started - Readiness
Readiness Category Strategies 1. Leadership • Identify Executive Sponsor
• Establish a Steering Committee 2. Vision for Change • Conduct a Gap Assessment
• Create a Vision Statement 3. Change Strategies • Define Roles / Responsibilities
• Progress & Benefits Capture 4. Overcoming Resistance to Change • Develop Communications Plan
• Conduct Feedback / Town Hall Meetings 5. Managing Staff Performance • Apply Team-Based Implementation Model
• Create Skills Training / Development Plan
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Getting Started - Readiness
Training Planning
Asset / Energy Management Improvement
Program
(Success / Fail)
Sponsorship
Project Manager Benefits Capture Communication
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Getting Started - Readiness Appendix E: Readiness Review / Survey
Topic Disagree Agree1 2 3 4 5
1.0 Leadership
1.1 There is a common vision for strategic change
1.2 Leaders are committed to strategic change
1.3 There is a strong sense of urgency for strategic change
1.4 Leaders understand trust and respect each other
1.5 Leaders are modeling new values and behaviors
Subtotal 0 0 0 0 02.0 Vision for Change
2.1 The rationale for this strategic change is clear and compelling
2.2 I have a clear understanding of the road map to achieve the vision
2.3 I understand what this strategic change means for me
2.4 I understand that this strategic change is good for the company
2.5 I understand what I need to do to achieve the vision
Subtotal 0 0 0 0 03.0 Change Strategies
3.1 There is clear authority and accountability for this strategic change process
3.2 There is a clear project structure for keeping strategic change on track
3.3 Problems that emerge will be dealt with effectively in a timely manner
3.4 There is an understanding of the issues involved and sufficient time has been allowed for the strategic change process
3.5 Related projects and initiatives will be well coordinated with this strategic change initiative
Subtotal 0 0 0 0 04.0 Overcoming Resistance to Change
4.1 Managers have the skills needed to be successful at strategic change management
4.2 There are rewards and recognition for participating in the initiative and consequences for not doing so
4.3 There is all way communication on the strategic change initiative
4.4 Everyone who will be impacted is clear on how strategic change affects them and what they need to do differently
4.5 Staff will be given adequate training to achieve the new skills and behaviors to be successful
Subtotal 0 0 0 0 05.0 Staff Performance
5.1 Company policies, rules and processes are being changed to support this initiative
5.2 Change will be supported by current compensation, appraisal and career development processes
5.3 The desired level of cross-functional cooperation is in place for this change to take place
5.4 Staff will genuinely work to support this strategic change process rather then give the impression that they are supporting change
5.5 Strategic change will be supported by current skill development processes (training programs, etc.)
Subtotal 0 0 0 0 0
Strategy Execution Readiness Assessment
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Getting Started - Readiness
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Teaming up with ReliabilityWeb for success…
• Strategy Execution Excellence
• Initiative Implementation Success
• Change Management
• Return on Investment (ROI)
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Thank You!
I think this is the “silver bullet
methodology” and it really could work at my organization…