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SNELLER VERBETEREN, VERNIEUWEN EN INNOVEREN IN EEN NIEUWE TIJD. IMPROVE, RENEW AND INNOVATE FASTER IN THE NEW ERA

STRATEGY = EXECUTION

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© TURNER, 2018

Improve Strategy-execution. Why bother?

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Faster improvement, renewal and innovation in a new era.

Based on 60 interviews with executives, 75 cases and 300 articles and books with one question: what makes or breaks modern day strategy execution and innovation? The research is published under the title Strategy = Execution. Want to know more about masterclasses and specific interventions? See: www.turner.nl/strategie-executie/strategy-execution/

Organizations that excel in strategy execution start on average 3 months earlier with execution (the ‘lead-time-to-execution’), reduce execution- and innovation processes by 50% and realize 15 – 25% more of their objectives. Just as interesting: they increase their execution capability every year. Strategy = Execution provides ground breaking insight in modern day success factors.

Stra

tegy

= E

xecu

tion

© TURNER, 2018

SNELLER VERBETEREN, VERNIEUWEN EN INNOVEREN IN EEN NIEUWE TIJD.

OLD AND NEW FAILURE

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Your top 3 failure factors In

tera

ctiv

e - m

entim

eter

4

GO TO WWW.MENTI.COM AND ENTER THE FOLLOWING CODE

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© TURNER, 2018

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Cliche factors of failure: 1. Bad strategies 2. Badly implemented key roles 3. Lack of alignment 4. Horrible estimation of ‘what it takes to

tango’ 5. Deficient information supply or

information overload 6. No ownership

Non-cliche factors of failure: 7. No differentiation,

everything piled together 8. A foolish portfolio 9. Unclear execution process, only able to

work in an ad hoc manner 10. Spending time and money unwisely 11.Insuffience attention to the soft side 12.Imbalance between top-down versus

bottom-up 13.Imbalance between ‘change leadership’

en ‘change manangement’ 14.Overly fanatic methods The new failure in fundamental innovation: 15.Innovation as a hobby 16.Dangeous and unnecessary mystique

Three categories of causes of failure

Yawn. Alright!

>60% of all Strategy-execution initiatives do not succeed C

ause

s of

failu

re

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Failure in five steps: A wrong application of resources, ‘set-up to fail’.

Board of directors

Primary process

Division 1 Division 2 Division 3

Business Unit 1

Business Unit 2

Business Unit 3

Department 1 Department 2 Department 3

Why Strategy-execution fails so often. Fa

ilure

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Goal Dream 1 Strategy 2 Analysis 3 Redesign 4 preparation of 5 execution 6 execution and secure

Evaporated development method

Horrible pace

Conceptual waterhead

The three most common archetypes of failure practices: the waterhead, the horrible pace, and the imbalance

Appr

oach

es fo

r fai

lure

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Sources: 1. McKinsey’s Richard Foster rekende in zijn boek Creative Destruction voor dat de levensduur van in de Fortune 500 genoteerde bedrijven daalde van 75 jaar in 1950 tot minder dan 15 jaar in 2000. 2. Standard & Poor’s bevestigt dat beeld. 3. Het Verkenningsinstituut Nieuwe Technologie van IT-dienstverlener Sogeti 4. De Shift Index van Deloitte

1 Average life expectancy organisations

2 Rotating market leaders (pace of change)

4 Development S&P index

3 Typical life cycle product

5 Bankruptcies established companies

6 Revenue share innovations

8 Patent applications 7 Go-to-Market time innovations

75

15

0 1950 ‘00 ‘15 ‘16 1950 2010 2015 2030

0% 30% (new)

10% 20%

‘90-’00 ‘10-’20 ‘00-’10

The context of innovation is tricky, but fantastic for someone who can recognize opportunities

The new normal is (as of yet) broadly acknowledged and shows unambiguous effects.

The

new

nor

mal

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SNELLER VERBETEREN, VERNIEUWEN EN INNOVEREN IN EEN NIEUWE TIJD.

VISION: SEVEN MODERN FACTORS FOR SUCCESS

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Your top 3 success factors In

tera

ctiv

e - m

entim

eter

10

GO TO WWW.MENTI.COM AND ENTER THE FOLLOWING CODE

16 30 44

© TURNER, 2018

1. Distinguish run and change and three types of change Su

cces

s fa

ctor

1

RUN Day-to-day management

CHANGE Improve, renovate, innovate

Project and program-based approaches are conditional

How? With 6 factors for success & 4 accelerators

Excellence in strategy-execution

Hard

So

ft

Improvement Renewal Innovation

1

2

3

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2. Spent 20% of their time on strategy and 80% on sheer execution

Succ

ess

fact

or 1

Instead of strategic analysis and design Old

Focus phase 2-3 months

Design phase 3 months

Preparation 3 months

Implementation 3 – 6 months*

* Lead time until implementation

* Lead time until implementation

Ideal Start up phase

Design phase

Implementation 3 – 6 weeks*

80% 20%

20% 80% New

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3. See strategy execution as a process

Succ

ess

fact

or 3

Accelerator 1 CHOOSE

1 Aspire 5 Must have 9 Benefit 13 Adjust

2 Select 6 Break- through

10 Keep developing

14 Open architecture

3 Appeal 7 Excellent start

11 Accelerate 15 Learn

4 Activate 8 Psycholo- gical check-in

12 Bridge 16 Extra mile

Accelerator 2 INITIATE

Accelerator 3 REAP

Accelerator 4 SECURE

Overall Strategy Per initiative

Project/program management = Condition

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4. Choose sharply Su

cces

s fa

ctor

4

Balanced portfolio Unbalanced portfolio Type 1

Improvement Type 2

Renovation Type 3

Innovation Low

High

Ris

k

Short (1 years)

Medium (1-2 years)

Long (2-5 years)

Horizon

No focus

Too high gamble

Too risky

Too conservative

High focus on short term

Strategic priority, dark is high (Size is net present value

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Archetypes / examples initiatives

Innovation

Sales-effectiveness boost

Reduction and growth program

Recovery / cost savings

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5. Have a two-sided Janus-face Su

cces

s fa

ctor

5

BU 1 BU 2 BU 3

RUN CHANGE RUN CHANGE

EXPLOITE INNOVATE! &

Loosely coupled

Innovate 3 Improve

Renew

1

2

Scor

e O

rgan

izat

ion

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6. Work with execution coalitions Su

cces

s fa

ctor

6

1. Assignment giver

2. Fellow sponsor(s)

3. Execution leader (design & execution)

4. Involved execution aide(s)

5. Benefit executive

Key roles

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© TURNER, 2018

7. Ensure a psychological check-in from every key-player Su

cces

s fa

ctor

7

8 Psychological check-in

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© TURNER, 2018

Organizations that excel in strategy execution: St

rate

gy =

Exe

cutio

n

RUN CHANGE OUD

NIEUW

LOOSELY COUPLED

Distinguish run and change en three types

of change

Spent 20% of their time on strategy and 80% on

sheer execution

Choose sharply See strategy execution as a process

Have a two-sided Janus-face Work with execution coalitions

Ensure a psychological check-in from every key-player

1 2 3 4

5 6 7

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© TURNER, 2018

What can and will you use?

Inte

ract

ive

- men

timet

er

19

GO TO WWW.MENTI.COM AND ENTER THE FOLLOWING CODE

16 30 44

© TURNER, 2018

What can and will you use?

Inte

ract

ive

- men

timet

er

20

GO TO WWW.MENTI.COM AND ENTER THE FOLLOWING CODE

16 30 44

© TURNER, 2018

Thanks! Curious about the other succes factors and more?

Endi

ng

1. More info or reactions? See: www.turner.nl/strategie-executie/strategy-execution/ jpijl@turner.nl / @JPijlTurner / https://nl.linkedin.com/in/jacquespijl/ #strategieisexecutie

2. Want to know more? Contact Wendelina Fieret, wfieret@turner.nl

Jacques Pijl, Directeur Turner

Order your copy of the book

Apply for the masterclass (open or incompany)

Recommendations from 24 top managers and scientists about the book.

Preview copy of Strategy = Execution.

More information on the book, the authors, and Turner.

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STRATEGY = EXECUTION IS THE FAVORITE BOOK OF CEO’S OF INNOVATIVE ORGANIZATIONS. SOURCE: FINANCIELE DAGBLAD

NR.1 & 250 DAYS IN BESTSELLER TOP 100

FOURTH EDITION WITHIN 1 YEAR

NOMINATED FOR MANAGEMENTBOOK OF THE YEAR 2017

FEATURED IN FD, EMERCE, FRANKWATCHING AND CFO

24 RECOMMENDATIONS FROM TOPMANAGERS

100 INCOMPANY WORKSHOPS AT THE TOP 25-50 ORGANIZATIONS, AVERAGE SCORE 8,7

More information, see: www.turner.nl/strategie-executie/strategy-execution/

STRATEGY = EXECUTION IS THE NR. 1 TOPIC FOR LEADERS AND EXECUTIVE BOARDS

STRATEGIE = EXECUTIE

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