The document is a presentation by Håkan Forss on strategy execution. It discusses three parts of strategy execution: the stroke of the pen involving controllable actions, the whirlwind of everyday operational work, and behavioral change. It emphasizes the importance of establishing daily habits through experiments to drive behavioral change and achieve strategic goals. It also stresses the need for alignment across the organization using approaches like Hoshin Kanri to clarify challenges and ensure resources are focused in the same direction.
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NASA Earth Image Courtesy of Håkan Forss
1. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
3. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
4. Agile Coach
Flow Sensei
The Plumber
Toyota Kata Geek
International Speaker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5. I’m a huge LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO
Group, which does not sponsor,
authorize or endorse this presentation.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
6. Three parts of strategy execution
Stroke of
the Pen
Whirlwind
Behavior
change
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
7. Three parts of strategy execution
Stroke of
the Pen
Controllable actions, e.g.
Expand staff
Invest in new data center
Enter new markets
Invest in new support systems
Change of vendor
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
8. Three parts of strategy execution
Whirlwind
Every day operational work, e.g.
Incident handling
Road map delivery
Solve customer support tickets
Month end financial reporting
Staff meetings
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
9. Three parts of strategy execution
Behavior
change
Behavioural change to achieve our strategy, e.g.
Increase customer satisfaction
Increase average revenue per game
Improve quality
Reduce staff turnover
Reduce lead time
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
10. Daily Work
Working with the
Challenge
Whirlwind
Behavioral Change, e.g.
▪ Increase customer
satisfaction
▪ Increase average
revenue per game
▪ Improve quality
▪ Reduce staff turnover
▪ Reduce lead time
Every day operational work, e.g.
▪ Incident handling
▪ Road map delivery
▪ Solve customer support tickets
▪ Month end financial reporting
▪ Salary review
▪ Staff meetings
11. “Culture eats strategy for breakfast”
– Peter Drucker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
12. What eats culture
for breakfast?
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15. Hypothesis driven
Systematically Experiment to learn what
means generates what results
Test and verify, don’t assume
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
18. Focus your attention on the means,
not the results
Way of
working and
people’s
behaviors
Outcomes
Means (leading) Results (lagging)
Our main attention
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
21. Hypothesis
Means -> Result
Doing M will
give R
Do M
Focus on Leading
measurements
Observe
Leading & Lagging
measurements
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
22. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
23. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Good enough for now,
safe enough to try!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
24. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
29. #fail
First Attempt In Learning
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30. Expect at least 50% of the
experiments should not give the
expected result
This is when we REALLY learn!
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32. The Spice girls question…
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33. Tell me what you want
what you really, really want..
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34. Hoshin Kanri (Strategy Deployment)
Hoshin Kanri means ‘compass management’ and
serves to align the entire organization’s resources
and actions with the strategic challenge.
A strategic planning process whereby strategic
challenges are communicated and translated into
action
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
35. The Importance of Focus
Number of
Challenges
Challenges
achieved
1-3
1-3
4-10
1-2
11-20
0
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36. Aligned on the strategic Challenge
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37. Actions that supports the Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
38. Challenges are set together in dialog
Leaders Challenge with WHAT & WHY
Team Responds with HOW & FEEDBACK
Leaders can veto, but not dictate
Leaders can veto if the team’s Challenge
do not support the main Challenge
But the leaders can’t
dictate the teams Challenge
WHAT & WHY
WHAT & WHY
HOW & FEEDBACK
HOW & FEEDBACK
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
39. Challenge with WHAT & WHY, not HOW
Challenge with
WHAT & WHY
Intent, Boundaries…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
40. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
41. Respond with HOW & FEEDBACK
Describe HOW &
give FEEDBACK on
Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
42. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
43. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
44. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What am I not
understanding?
Is the Challenge unclear?
45. Iterate to align
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Ask clarifying
questions
Adjust the challenge
46. Hypothesis
WHAT & WHY
Prediction of
response
Give the
Challenge
Listen to the
HOW & FEEDBACK
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
62. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548
Target Condition
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65. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by: in one month
40% RED that should have been
GREEN
Actual Condition
55% RED that should have been
GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
86. Think of every decision as a
Hypothesis that needs to be tested
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
87. Create alignment on the Spice Girls
question through dialog
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
88. Establish daily habits to execute in the
midst of the Whirlwind
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
89. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
90. Q & AHåkan Forss
Mail: hakan_forss@hotmail.com
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com