Strategy Execution وليد فرحان / مستشار و متخصص في إدارة الإستراتيجية

1. Strategy Execution
REALITIES TO CONTEND WITH

2. SESSION OBJECTIVE
• DISCUSS SOME OF THE REALITIES OF STRATEGY EXECUTION, ONCE
STRATEGIES HAVE BEEN DEVELOPED.
• SHOWCASE RECOMMENDATIONS TO GUIDE OUR APPROACH TO
STRATEGY MANAGEMENT.

3. ‫كابالن‬ ‫نموذج‬/‫االستراتيجي‬ ‫االداء‬ ‫إدارة‬ ‫في‬ ‫للتميز‬ ‫نورتن‬
‫االستراتيجية‬ ‫وتقويم‬ ‫تنفيذ‬ ‫في‬ ‫التميز‬‫االستراتيجية‬ ‫الخطط‬ ‫أعداد‬ ‫في‬ ‫التميز‬
EXECUTION
PREMIUM
.5‫ال‬‫و‬ ‫رصد‬‫ال‬‫تعلم‬(Performance Monitoring)
•‫والعمليات‬ ‫المبادرات‬ ‫في‬ ‫االنجاز‬ ‫مدى‬ ‫متابعة‬
•‫االداء‬ ‫لتقويم‬ ‫الالزمة‬ ‫المبادرات‬ ‫وتنفيذ‬ ‫وضع‬
.6‫والتقويم‬ ‫التقييم‬(Performance Evaluation & Corrective Action)
•‫االهداف‬ ‫تحقيق‬ ‫تجاه‬ ‫االنجاز‬ ‫مدى‬ ‫متابعة‬
•‫االداء‬ ‫لتقويم‬ ‫الالزمة‬ ‫والتوصيات‬ ‫المبادرات‬ ‫وتنفيذ‬ ‫وضع‬
.2‫إعداد‬‫االستراتيجية‬ ‫الخرائط‬(Strategy Maps and BSC’s)
•‫لالستراتيجية‬ ‫الرئيسة‬ ‫العمل‬ ‫محاور‬ ‫تحديد‬.
•‫المستهدفة‬ ‫وقيمها‬ ‫االداء‬ ‫ومقاييس‬ ‫االهداف‬ ‫تحديد‬
•‫تحديد‬‫المبادرات‬ ‫منظومة‬‫االستراتيجية‬
.1‫تطوير‬‫هيكل‬‫االستراتيجية‬(vision, mission, values, analysis)
•‫و‬ ‫والرسالة‬ ‫الرؤية‬ ‫تحديد‬‫ال‬‫قيم‬
•‫التشريعية‬ ‫البيئة‬ ‫ودراسة‬ ‫االستراتيجي‬ ‫التحليل‬
.4‫ب‬ ‫االستراتيجية‬ ‫ربط‬‫العمليات‬(Aligning Operations to Strategy)
•‫العمل‬ ‫إجراءات‬ ‫هيكلية‬ ‫إلى‬ ‫االستراتيجية‬ ‫ترجمة‬
•‫العمل‬ ‫إجراءات‬ ‫نمذجة‬
•‫الجودة‬ ‫معايير‬ ‫مع‬ ‫مة‬َ‫ء‬‫الموا‬(JCI)
.3‫االستراتيجية‬ ‫ترجمة‬(cascading and alignment)
•‫والداعمة‬ ‫الرئيسية‬ ‫اإلدارية‬ ‫الوحدات‬
•‫الموارد‬‫البشرية‬
•‫المالية‬ ‫الموارد‬

4. SO YOU MAY HAVE…
1) IDENTIFIED YOUR STRATEGIC DIRECTION
vision, mission, and values
2) PERFORMED YOUR ANALYSIS
Internal (SW) and External (OT)
3) DEVELOPED YOUR STRATEGY MAPS AND BSCS
Strategy Themes, Value Chain of Objective, with corresponding Measures and Initiatives.
4) PROFILED YOUR BSCS
Detailed the business case for your Objectives, Measures, & Initiatives; and identified sponsors, owners, as
well as data kpi targets and data sources, …

5. 5) CASCADED YOUR CORPORATE STRATEGY
Developed departmental strategy maps and BSCs, profiles, and aligned support departments...
6) ESTABLISHED AND ACTIVATED AN OFFICE OF STRATEGY MANAGEMENT
Developed mandate, OSM manuals, HR requirements, job descriptions, staffing, …
7) DEVELOPED AND ACTIVATED A STRATEGY GOVERNANCE MODEL
Detailing Stakeholder Roles & Responsibilities, Assigning Objective, Measure, & Initiative owners;
developed KPI Data Collection Sheets and developed Reporting Templates and forms.
8) ACQUIRED AND ACTIVATED A STRATEGY MANAGEMENT TOOL
And uploaded the Strategy onto the tool / System.
9) TRAINED ON AND COMMUNICATED YOUR STRATEGY TO STAKEHOLDERS
Trained management and staff in areas pertaining to Strategy Management,
and communicated strategy to stakeholders.
…

6. QUESTIONS…
WHAT ABOUT THE PROMISE OF PERFORMANCE EXCELLENCE ?
ARE WE SURE WE ARE HEADING IN THAT DIRECTION?
WHAT ABOUT THE PROMISE OF ASTOUNDING RESULTS ?
HAVE WE TRULY ACHIEVED THEM??
SHOULD WE HAVE ACHIEVED THEM ALREADY ???

7. ANSWER…
NO… NOT YET !
WHY NOT?
BECAUSE WE ARE JUST STARTING… AND BECAUSE THE JOURNEY TOWARDS EXCELLENCE NEVER ENDS.
BECAUSE WHAT EVER WE HAVE ACHIEVED TODAY, WE WILL STRIVE TO ACHIEVE BETTER TOMORROW…
AND BECAUSE THE BOUNDARIES OF EXCELLENCE MOVE FURTHER EVERY TIME SOMEONE BREAKS THEM…

8. SO HOW DO WE KNOW IF WE ARE HEADING IN THE RIGHT DIRECTION ?
1. BY CONTINUOUSLY TESTING
IF WE ARE WE DELIVERING
THE TRUE VALUE PROMISED TO OUR STAKEHOLDERS…
DO OUR OBJECTIVES AND KPIS ACCURATELY REFLECT THAT TRUE VALUE?
HOW OFTEN ARE WE TESTING THAT?

9. 2. THEN WE START TESTING THE EFFECTIVENESS OF OUR WORK
(of all our initiatives & daily operations)…
HOW CLOSER ARE WE TO ACHIEVING OUR OBJECTIVE…
ARE THE RESULTS MOVING IN THE RIGHT DIRECTION?
3. WHAT ABOUT THE SUSTAINABILITY OF OUR RESULTS?
ARE WE MEASURING THAT?

10. 3. AND THEN WE TEST FOR EFFICIENCY…
HOW EFFICIENT ARE WE IN ACHIEVING OUR OBJECTIVES?
AT WHAT COST?
IS ANYONE ELSE PERFORMING SIMILAR RESULTS MORE EFFICIENTLY? ARE WE LOOKING INTO THAT?
WHAT ARE WE OUTSOURCING ?
WHAT KNOWLEDGE-PRODUCTION SERVICES ARE WE OUTSOURCING ?
AND WHAT ARE THE REAL LONG TERM IMPLICATIONS OF THAT ?
WHEN YOU ANSWER THIS QUESTION,
YOU WILL KNOW THAT SUCH DECISIONS TO OUTSOURCE
DO NOT REALLY IMPACT EFFICIENCY,
BUT RATHER SUSTAINABILITY.

11. BUT IF WE’VE ONLY BEEN WORKING WITH SOUND MODELS OF
STRATEGY MANAGEMENT FOR NO LONGER THAN 3 TO 5 YEARS…
THEN IT IS STILL EARLY FOR US
TO HAVE ACHIEVED
OUR ULTIMATE GOALS
OF PERFORMANCE EXCELLENCE
IN SUCH SHORT TIMESPAN.

12. SO HOW CAN WE APPROACH THE FIRST 3 TO 5 YEARS
OF HAVING A STRATEGY ???
WE INVEST WISELY IN OUR STAFF AND COLLEAGUES…
WE HELP THEM TO TRULY GAIN KNOWLEDGE AND RELEVANT EXPERIENCE…

13. 1. YOUR STRATEGIC DIRECTION (VISION, MISSION, VALUES)…
IF THEY HAVE BEEN SOUNDLY CONSTRUCTED, AND
IF THEY REFLECT A LONG TERM VISION THAT IS INLINE WITH WHAT OUR STAKEHOLDERS ULTIMATELY EXPECT…
THEN THIS IS THE ONLY THING
IN YOUR 3 TO 5 YEAR STRATEGY
THAT MAY REMAIN CONSTANT...
…EVERYTHING ELSE IS FAIR GAME…

14. 2. SO YOU’RE DONE WITH YOUR ANALYSIS?….
(ANALYSIS OF YOUR PAST & PRESENT PERFORMANCE, REGULATIONS , POLICIES, RESOURCES)
WHAT CAN OUR COLLEAGUES AND STAFF LEARN IN THIS AREA??
THAT PERFORMANCE EXCELLENCE AND SUSTAINABILITY REQUIRE
 All our departments and all our staff to be performance analysts in their own domain.
 That they should all undertake at 2 to 3 Studies per annum…
(studies that aim to improve the outcome of their work, no matter how small the study is…)

15. 3. WHAT ABOUT YOUR OBJECTIVES, MEASURES, AND INITIATIVES?
(YOUR CASCADED VALUE CHAIN)…
IF THEY NEVER CHANGE OVER THE COURSE OF YOUR 1ST STRATEGY,
THEN YOU ARE DOING SOMETHING WRONG…
 You and your measures are in constant cycle of improvement. If this is your 1st strategic plan, then during the
first 3 years of implementation, many of them would be developed and changed.
 And if you properly review your performance towards achieving your goals and objectives, then you should be:
- Testing the validity of your objectives to achieve your strategic vision;
- Testing the fitness of your KPIs to better measure the results and impact of your performance (to reflect
improved efficiency, effectiveness, and sustainability); and
- Testing the ability of the initiatives and operations you deployed in order achieve your objectives & targets.

16. 4. YOUR CASCADED STRATEGIES…
AND IF ANY OF YOUR OBJECTIVES, KPIS, OR INITIATIVES CHANGE,
THEN SO MUST THEY AT THE CASCADED DEPARTMENTAL LEVEL,,,

17. 7. AND WHAT ABOUT YOUR DASHBOARDS ???
HAVE YOU DEVELOPED THEM...
JUST REMEMBER THAT DECISION SUPPORT IS
NOT ABOUT PRODUCING DASHBOARDS..
THESE ARE JUST #S AND DATA… AND MEAN VERY LITTLE IF NOT SUPPORTED BY ANALYSIS
Geospatial, gender-based,
or demographic analysis…
Resource Utilization
analysis…
Stakeholder
Performance analysis
Or Analysis of efficiency of
our operations & Processes

18. 7. … DASHBOARDS
ARE THE MOST BASIC STEP TOWARDS SUPPORTING MANAGEMENT DECISIONS…
BUT IN ORDER TO EFFECTIVELY SUPPORT DECISION MAKERS TO MAKING INFORMED DECISIONS,
YOU MUST ALSO ANALYZE THE #S… AND TELL THEM...
- WHAT THE #S MEAN.
- WHY ARE THEY AT THEIR PRESENT LEVELS (GOOD OR BAD)…
- WHAT CORRECTIVE-ACTION OPTIONS ARE THERE TO IMPROVE PERFORMANCE? WHICH DO YOU RECOMMEND?
- WHAT IS THE COST-BENEFIT IMPACT OF YOUR RECOMMENDATION?
- WHEN CAN RESULTS BE EXPECTED?
- WHO NEEDS TO BE INVOLVED?

19. WHEN YOU REACH THIS LEVEL OF DECISION SUPPORT IN --- YEARS…
AND WHEN YOU ARE TRULY SUPPORTING YOUR COLLEAGUES
AND STAFF TO BE THE ANALYSTS, THINKERS, AND ABLE DECISION MAKERS OF TOMORROW…

20. THEN YOU CAN TAKE A ONE MONTH VACATION…
AND WHEN YOU COME BACK….
YOU ARE SURE THAT THINGS WILL HAVE ALREADY IMPROVED…. EVEN IN YOUR ABSENCE…

21. …WELCOME TO AUTOPILOT…. 
…WELCOME TO PERFORMANCE EXCELLENCE….

22. ‫التوفيق‬ ّ‫ي‬‫ولـ‬ ‫تعالى‬ ‫وهللا‬
‫إلستماعكم‬ ً‫ا‬‫شكر‬
Waleed Farhan, Dir.
Strategy Management Services
ES Consulting
Tel.: +966 11 465 3233
Fax: +966 11 465 8200
Mob: +966 53 073 8545
w.farhan@esconsulting.com.sa