powerpoint presentation · turning strategy into action. less than 20% of well-formulated...
TRANSCRIPT
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Agenda *
Research: Understanding the issues
Common Language: What is strategy?
Quick Wins: Things you can do today
Conclusion
* This presentation is a cut down version of strategy development sessions ReserveGroup conducts for medium to large organisations. Not all aspects can be covered today.
Turning Strategy Into Action
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Less than 20% of well-formulated
strategies are executed
successfully
[Marakon study]
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Less than 50% of employees say
they understand their
organisation’s strategy and the
percentage decreases with Sales
and Service employees
[Effectory: c. 300,000 responses from companies worldwide]
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On average organisations deliver
only 50% of the financial
performance their strategies
promise …
[Harvard Business School]
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80% of Managers believe they have a
strong product strategy
… only 10% of their customers agree
[Harvard Business School]
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In a recent survey of more than 1,800
executives, 56% say their biggest
challenges are making daily decisions
and allocating resources...
[Harvard Business School]
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Common Language: What is strategy?
“Creating Value”
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STRATEGY Modelling
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Strategy execution is a
“people problem”
The main issue found in organisations is how their
strategy has been understood so that people make
the right decisions daily.
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VS
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Quick Wins: Communicate Statement Of Strategy
For … Customers: who, where
…
Among … Competitors: who
…
We provide … Unique benefits
…
Because … Capabilities
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Quick Wins: Align Organisation “Levers”
Performance is driven by answering four basic questions:
Accountability: “What am I accountable for and what measures will
be used to evaluate my performance?”
Control: “What resources do I control to accomplish my tasks?”
Influence: “Who do I need to interact with and influence to achieve
my goals?”
Support: “How much support can I expect when I reach out to
others for help?”
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Quick Wins: Give / Get Accountability
Align objectives and KPIs to company objectives
ex: customer satisfaction, staff retention, …
Review period vs Checkpoints
AAR: After action review
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Quick Wins: Give / Get control
Accountability without control
leads to
wrong decisions, wastage, stress, low morale, staff
turnover
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Quick Wins: Give / Get Support
Support = Time
Support = Care
Support = Culture
Failure is an option, it is an opportunity to shape the
organisation and it’s behaviours
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Quick Wins: Communicate goals in context
S Specific
M Measurable
A Achievable
R Relevant
T Time limited
Scoreboards (day, week, etc)Company: How are we performing?
Departments: How is the team performing?People: How are you performing?
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Conclusion & Questions
Company resources are limited, time is limited.
Employees want to do well, but need help understanding
what “well” looks like, where they should prioritise their time
and efforts.
Turning strategy into action is shifting your organisation from
strategic thinking to strategic acting.
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