roger martin. playing to win - how to make strategy work

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  • Playing to win How to make strategy work

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • on strategic initiatives

    33% success rate

  • how to make

    Changing Strategy?

  • 7% of employees fully understand their companys

    business strategies and whats expected of them

    The main barrier for execution success mentioned by executives is:

    Creating meaningfulness to frontend employees

    58% does strategy top-down with limited

    involvement of employees

    59% believe that there is an imaginary line in

    the organizational chart above which strategy is

    made

    30% of employees receive no

    information on how to execute

    the strategy

    14% FULLY

    ENGAGED

    70% of not successful transformations were planned by 10

    or fewer people

  • Strategy is making choices

  • Dont separate Strategy & Execution

  • Frontload design of options

  • What needs to be true? is THE question!

  • Engage for real search for true insight

  • Leaders & strategizers of the future are

    Social architects of meaning

    not heroic decision makers

  • 18 HBR articles

    4 bestseller business books

    Roger Martin is one of the top management thinkers in the world

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • PLAYING TO WIN Implement Consulting Group

    Copenhagen, Denmark

    April 1, 2014

    Twitter: @rogerlmartin

  • To win, a company must choose

    to do some things and not others

    STRATEGY IS ABOUT CHOICES

  • Whats our Winning Aspiration?

    Where will we play?

    How will we win?

    What capabilities must we have?

    What management system are required?

    STRATEGY IS THE ANSWER TO 5 QUESTIONS

  • WHAT IS OUR WINNING ASPIRATION?

    General Motors 2013

  • WHERE WILL WE PLAY?

    Image courtesy of Intuit

  • STRATEGICALLY DISTINCT SYSTEMS

    Image courtesy of Intuit

    Individual Customers

    The Industry

    Segments

    Develop Competitive Strategy Based on an Understanding of Individual Customers?

    or...

    Develop Competitive Strategy Based on Generalizations about The Industry?

    or...

    Develop Competitive Strategy Around Clusters of Customers About Which We Can Make Generalizations?

  • HOW WILL WE WIN?

    A Starbucks storefront at night. Starbucks Coffee Company

  • TWO FUNDAMENTAL WAYS TO WIN

    Low Cost

    Differentiation

    Sustainable Competitive Advantage

  • WHAT CAPABILITIES MUST WE HAVE?

    Burberry Flagship Store, London

  • P&G ACTIVITY SYSTEM

    Globally

    Distributed

    R&D

    Agency

    Relation-

    ships

    Global

    Business

    Services

    Connect

    +

    Develop

    Design

    Global

    Purchasing

    Customer

    Teams

    GBU/MDO

    Structure Shopper

    Marketing

    Leadership

    Culture

    Brand-

    building

    framework

    Consumer

    Research

    Consumer-

    driven

    measurement

    systems Consumer Understanding

    Scale

    Go-to-Market Capabilities

    Innovation

    Brand Building

  • WHAT MANAGEMENT SYSTEMS ARE REQUIRED?

    Four Seasons Hotel, Silicon Valley

  • What do you find most intriguing about the

    approach?

    What would be the most difficult in adopting the approach?

    Blue card

    Green card

    http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HBZu2KH_BXbXRM&tbnid=m5wKNFLkgBlCVM:&ved=0CAUQjRw&url=http://openclipart.org/detail/184591/person-icon-marker-drawing-by-hypermodern-184591&ei=rfWDUv61GMSOtAbRtoD4Bg&bvm=bv.56343320,d.Yms&psig=AFQjCNF-6z-kPqvVjGSAnhSV_t-Cow8uJg&ust=1384466211178306http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HBZu2KH_BXbXRM&tbnid=m5wKNFLkgBlCVM:&ved=0CAUQjRw&url=http://openclipart.org/detail/184591/person-icon-marker-drawing-by-hypermodern-184591&ei=rfWDUv61GMSOtAbRtoD4Bg&bvm=bv.56343320,d.Yms&psig=AFQjCNF-6z-kPqvVjGSAnhSV_t-Cow8uJg&ust=1384466211178306http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=HBZu2KH_BXbXRM&tbnid=m5wKNFLkgBlCVM:&ved=0CAUQjRw&url=http://openclipart.org/detail/184591/person-icon-marker-drawing-by-hypermodern-184591&ei=rfWDUv61GMSOtAbRtoD4Bg&bvm=bv.56343320,d.Yms&psig=AFQjCNF-6z-kPqvVjGSAnhSV_t-Cow8uJg&ust=1384466211178306

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • on

    Novozymes A new way

    strategizing of

  • Strategizing in Novozymes Rasmus von Gottberg Corporate Development & Business Creation

    April 1st 2014

  • Microorganisms

    Enzymes

    Other proteins

    We find the microorganisms in nature

    We grow them in big fermenters. From one microorganism to trilions in only 24 hours

    Global leader in industrial biotech

  • BASIC LAYOUT

    Use: This is the basic slide with no extra Novozymes graphics added. Edit Layout: Click Layout in the top menu Home. And choose between +30 different layouts. Edit Header and footer: In the top left corner you find Slide no., Date and Header. Change settings in the menu: > Insert > Header and Footer

    guide 32

  • Our journey

  • Guiding strategy principles

    Strategizing is for

    everyone

    Choices Common language

    Dialogue

  • Choices

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • The quality of the process

    The quality of the outcome

    Your level of involvement

    Your view on challenges within strategy in general

    We asked you some questions about your latest strategy process

  • An

    aly

    sis

    1 out of 10 point to analysis as a key

    challenge

    En

    ga

    gem

    ent

    Twice as many state engagement as a key challenge

    Ownership and empowerment

    Engaging the organization

    Not having the right data

    Basing choices on facts

  • Ch

    oic

    e

    3 out of 10 point to making choices as

    a key challenge

    Ex

    ecu

    tio

    n

    Twice as many state execution as a key challenge

    Ability to execute

    Linking strategy to actions

    Decide what not to do

    Making the tough choices

  • 1 2 3 4

    high

    high

    low

    low

    Quality of process

    Quality of outcome

    Your view of the process correlates with your view of the outcome

  • 1

    2

    3

    4

    1 2 3 4

    Your own level of involvement clearly impacts how you perceive

    the quality of the strategy process

    Own level of involvement

    Perceived quality of process

    Engaging

    Effective

    Fun

  • 1

    2

    3

    4

    1 2 3 4

    and the same is true for your perception of the strategy outcome

    Own level of involvement

    Perceived quality of strategy

    Right

    choices

    Good execution

  • Key take- aways

    Engagement and Execution are typically bigger hurdles than analyses and choice

    A good process correlates with a good outcome

    Level of involvement correlates with both a good process and good outcome

  • Agenda

    10:00 Welcome & Introduction

    10:30 Roger Martin

    12:00 Lunch

    13:00 Novozymes a new way of strategizing

    14:30 Survey results

    16:30 Outtro & Buffet

    15:00 Roger Martin Strategy & Execution

  • Reverse engineering

    applied

    Management dialogue

    Bridging to execution

    Role of Strategy office

    Strategy as on-going or one-off

    MAKING STRATEGY

    WORK

  • Frame the choice Convert issues into at least two mutually independent options that might resolve the problem

    Generate strategic possibilities Broaden the list to ensure consideration of an inclusive list of possibilities

    Specify conditions For each possibility, specify which conditions must hold true for it to be strategically sound