Seminar - Strategy Implementation for Leaders
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The longest running course on the subject in the world. Slide deck is from my seminal seminar. Leaders need the ability to craft a winning strategy and the skill to implement it. But only a few have both. The challenge is that leaders have been taught how to plan but not how to implement. This is reflected in the high implementation failure rate. No leadership team walks into a conference room and declares, ‘‘Let’s create a bad strategy!’’ Each member of the leadership team thinks the strategy is good. But only when a successful implementation follows can this team be proven right. Since 2000, this foundation course has come alive for over 25,000 leaders worldwide, providing them with an awareness and understanding of what strategy implementation is, why it is so difficult to achieve and how to avoid the most common mistakes. To create a strategy, the best minds in the organization come together. They devote their time, energy and effort to identifying ways they can outplay the competition, increase customer loyalty and improve shareholder value. Yet despite their best attempts, more than two-thirds of strategy implementations fail. It is even more acute that leaders know the reasons why implementation fails yet they habitually repeat the same mistakes! Customers notice the implementation of your strategy, not the strategy itself!
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Seminar - Strategy Implementation for Leaders
- 1. RS Robin Speculand Strategy Implementation for Leaders Robin Speculand Global Pioneer & Specialist in Strategy/Digital Implementation
- 2. RS Robin Speculand RS Robin Speculand More implementations fail than succeed.
- 5. RS Robin Speculand RS Robin Speculand Strategy Execution 2002 2005 2008 2009 2013 2015 2016 Year 100% FAILURE BRIDGES 90% Kapla & Norton 90% Neilson Franken The economist McKinsey BRIDGES 60% 70% 61% 70% 67% B A D GOOD BAD
- 6. Running the Organization Attending meetings Overseeing employees Completing reports Day-to-day activities Managing quarterly performance Operational excellence Conference calls Managing emails Preparing for Tomorrow Managing strategic objectives Reviewing strategic measures Thinking strategically Building future competencies Developing a culture of excellence Building long-term value Where do you spend your time?
- 10. RS Robin Speculand the whole strategy implementation challenge. underestimateLeaders
- 11. RS Robin Speculand “One of the criticisms we would have of some of our colleagues who have studied strategy (and some consultants who advice on strategy) is that they assume that once you design strategy it gets executed. Joseph Bowler, Professor of Business Admin Harvard Business School They don’t look inside the process and realize that it’s much more complicated.”
- 12. RS Robin Speculand Would you prefer to have: Good strategy implemented badly Bad strategy implemented well? A B
- 13. RS Robin Speculand A winning strategy And A successful implementation
- 14. RS Robin Speculand Why is being able to implementa business differentiator?
- 15. RS Robin Speculand Most companies are poor at creating strategy and even worse at implementation.
- 16. RS Robin Speculand Leaders are educated to plan not to implement
- 19. RS Robin Speculand The failure rate is still too high and a new approach and way of thinking is required Only one in five organizations reviews its execution monthly Leaders spend less than 10 hours a month discussing the strategy, which is not enough The reasons execution is failing constantly fluctuate depending on organizational circumstances One third of leaders rate their organization “poor” or “very poor” in its ability to implement 1 2 3 4 5
- 20. RS Robin Speculand The Story of Strategy Implementation so far…
- 21. RS Robin Speculand The Current Equation Vision, Mission & Values Strategy Change Management RESULTS NOT FOR MOST COMPANIES
- 23. RS Robin Speculand Go beyond traditional change management Vision, Mission & Values Strategy Creation Change Management Implementation
- 24. RS Robin Speculand Eight Areas of Excellence in Execution People Biz Case Communication Measure Culture Process Reinforce Review
- 25. RS Robin Speculand Shareholder Value If strategy is about making the right choices. Then implementation is about… Strategy
- 29. RS Robin Speculand Strategy is your map of where you are and where you are going Compass shows you the right direction Leaders are the guide sharing the best route and avoiding obstacles
- 31. RS Robin Speculand Strategy is your map of where you are and where you are going Compass shows you the right direction Leaders are the guide sharing the best route and avoiding obstacles
- 32. RS Robin Speculand 1 What action do you need to take to make it happen? 2 What is the key thrust of your strategy?
- 34. RS Robin Speculand Execution requires people to…
- 38. RS Robin Speculand The caliber of the people in the room dictate the caliber of the execution
- 39. RS Robin Speculand RS Robin Speculand Switched from visiting specific universities at allocated times (not scalable) to having students film the answer to the questions within three days. Then selected applicants are invited in for interviews.
- 40. RS Robin Speculand What is the number one factor for making an effective team? Google is a data-loving organization and so they went out to prove, (through robust, evidence based research) what makes a group of people a high performing team. A 3-year research project called Project Aristotle Analyzing 180 teams Comparative analyses from other industries and previous psychological studies Identifying patterns of reliable proof
- 41. RS Robin Speculand 1 2 3 4 5 Psychological Safety Team members feel safe to take risks and Be vulnerable in front of each other. Dependability Team members get things done on time and meet Google’s high bar of excellence Structure & Clarity Team members have clear roles, Plans, and goals Meaning Work is personally important to Team members Impact Team members think their work matters And creates change
- 42. RS Robin Speculand +17% Safe team unsafe Team -19% TARGET SALES REVENUE Teams that feel safe beat their sales targets Google’s five keys to successful team
- 43. RS Robin Speculand The caliber of the people in the room dictate the caliber of the execution
- 44. RS Robin Speculand Microsoft CEO Satya Nadella Looks For These Two Traits Before He'll Hire Anyone: 1. Do they create clarity? 2. Do they create energy?
- 46. RS Robin Speculand Create a Sense of Urgency Explain why you need a new strategy both emotionally and logically.
- 47. RS Robin Speculand The grandma test
- 48. RS Robin Speculand Make the transformation meaningful.
- 50. RS Robin Speculand What is the goal of communicating strategy? Match the four statements to the percentage of the goal of communicating strategy : Explaining the right actions to take Communicating updates against the strategy objectives Sharing the strategy Inspiring people to take the right actions 15% 50% 25% 10%
- 51. RS Robin Speculand Goal of Communicating Strategy Sharing the Strategy Guiding your people to take the right actions Inspiring people to take the right actions Constantly updating progress against the strategy objectives 15% 25% 10% 50%
- 52. RS Robin Speculand Two Communication Tips 7X7X Employees won't believe what leaders are communicating to them until they've heard it 7 times
- 55. RS Robin Speculand Change your Strategy, Change your Measures
- 57. RS Robin Speculand Every Strategic Objective has a Measure and every measure has an Action and every action must be Accountable
- 59. RS Robin Speculand RS Robin Speculand Extract from the big data the small data, that can have a big impact
- 61. RS Robin Speculand RS Robin Speculand The real issue is not that you are acquiring large amounts of data. It's what you do with the data that counts.
- 62. RS Robin Speculand Our brain processes visuals 60,000X faster than text. RS Robin Speculand
- 64. RS Robin Speculand Culture drives the way you implement.
- 69. RS Robin Speculand More Than Just a Pay Check
- 70. RS Robin Speculand If you could find a job that offered you consistent meaning, how much of your current salary would you be willing to forego to do it? People would be willing to forego 23% of their entire future lifetime earnings in order to have a job that was always meaningful. Harvard Business review Nov 2018 To put this figure in perspective, consider that Americans spend about 21% of their incomes on housing! People work for Passion
- 71. RS Robin Speculand Compensation works best as a motivator when it comes as soon as possible after the desired behavior. Myth or Fact?
- 76. RS Robin Speculand How often is implementation typically reviewed? Question?
- 77. RS Robin Speculand How often should implementation be reviewed? Question?
- 78. RS Robin Speculand The odds of successfully executing a strategy that isn’t reviewed frequently are slim to none
- 81. RS Robin Speculand Check-Ins: • Shift conversation from past to future • From employee management to encouraging higher performance • Increases engagement through the right feedback • Regular follow up on experiments
- 82. RS Robin Speculand 1x1 = 1 2x2 = 4 3x3 = 9 4x4 = 20 What do you notice about these numbers?
- 83. RS Robin Speculand 75% Right 25% Wrong 1x1 = 1 2x2 = 4 3x3 = 9 4x4 = 20
- 84. RS Robin Speculand Implementation Compass Summary People Purpose Biz Case Urgency Communicate What’s Happening Measure Performance Culture Alignment Process Synergize Reinforce Right Actions Review Discipline of Doing
- 85. RS Robin Speculand Turn to a partner and share your thoughts on the Compass. Which direction is the least practiced among leaders?3 Which direction receives the most resistance?2 Which direction is the hardest to implement?1
- 86. RS Robin Speculand Have I convinced the A’s?
- 87. RS Robin Speculand One more very important message
- 89. RS Robin Speculand Implementation Compass Summary People Purpose Biz Case Urgency Communicate What’s Happening Measure Performance Culture Alignment Process Synergize Reinforce Right Actions Review Discipline of Doing
- 91. RS Robin Speculand What action must your people take to implement the strategy?
- 93. RS Robin Speculand Company Wide Score © Bridges Business Consultancy Int Pte Ltd
- 94. RS Robin Speculand Review your Readiness2Execute to identify three actions: © Bridges Business Consultancy Int Pte Ltd Right Actions Keep Stop Start
- 98. RS Robin Speculand N.A.T.O. F.O.T.M. S.S.D.D. S.S.D.C. T.I.N.A. B.O.H.I.C.A. Double Agents Secret Code
- 99. RS Robin Speculand Double Agents switch partly because they are called to arms far too often and on too many occasions for failed attempts.
- 100. RS Robin Speculand 1. people who are engaged (loyal and productive) 2. those who are not engaged (just putting in time), 3. those who are actively disengaged (unhappy and spreading discontent). U.S. workers are 26 percent engaged, 55 percent not engaged and 19 percent actively disengaged “You can divide any workforce into three categories” - ( ) Marcus Buckingham
- 101. RS Robin Speculand RS Robin Speculand 20%60%20% Which type of company has more Mavericks? Can you sometimes be a Mavericks and in another situation a Groupie? Can a Maverick become a Groupie or a Saboteur? Does a leadership team have all Mavericks?
- 102. RS Robin Speculand “Support the people who support you”
- 103. RS Robin Speculand “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames” Richard Pascale & Jerry Sternin “Your Companies Secret Change Agents” HBR
- 104. RS Robin Speculand Leading each group…
- 105. RS Robin Speculand Digital Execution Conversation Robin Speculand Strategy/Digital Implementation Specialist
- 106. RS Robin Speculand RS Robin Speculand of strategy implementation failed failed – we were steadily improving of digital execution fail – we are getting worse again 90% 2002 67% 2016 84% 2019
- 108. RS Robin Speculand
- 109. RS Robin Speculand
- 110. RS Robin Speculand
- 111. RS Robin Speculand Its not about having a digital strategy but, Key Message A strategy for a digital world.
- 112. RS Robin Speculand Yesterday’s performance no longer guarantee tomorrow’s results.
- 113. RS Robin Speculand 2017 s pu Obsolete Obsolete2018 Obsolete Ecosystems - Open APIs to enhance customer journeys 2019
- 114. RS Robin Speculand Top Three Reasons Top Three Reasons Why
- 115. RS Robin Speculand Senior Leaders Mindset Why Digital Execution Fails 1
- 116. RS Robin Speculand Culture Why Digital Execution Fails 2
- 117. RS Robin Speculand Whole business transformation Why Digital Execution Fails 3
- 119. RS Robin Speculand 63% Of CEOs said they are likely to change their business model from 2019 to 2020
- 120. RS Robin Speculand Discovery Engineering Transformation Edison opens first power plant 1881 1921 Every technology follows a similar path… Understand principles Covert to products people will buy 1831
- 121. RS Robin Speculand 1997 IBM Mainframes 1960’s Discovery Engineering Transformation Every technology follows a similar path… Google's AlphaGo is the best Go player in the world
- 122. RS Robin Speculand
- 123. RS Robin Speculand Key Message • Disruption • E-business • VUCA • Data warehouse • Digital Passé: • Ecosystems • AI • Machine Learning • RPA • Cloud Native • Prescriptive Analytics • Data Visualization Popular:
- 124. RS Robin Speculand Top Three Reasons Module: Adopting Digitalization
- 125. RS Robin Speculand Bridgesand PerformanceWorkslaunch a major new researchpaper Transforming Your Company into a Digital-Driven Business Digital transformationislevelling thecompetitiveplayfield and most leaders arenot ready.
- 126. RS Robin Speculand Asia Rising Snapshot across 3 continents Falling behindSteady China Hong Kong India Singapore Vietnam United Kingdom France Italy Spain United States of America Canada Indonesia Malaysia Thailand Philippines Australia Poland Germany Accelerated performance
- 127. RS Robin Speculand Highlights 129 Almost half of all leaders interviewed are not prepared for digital transformation. 1 Digital is leveling the competitive playing field in the three continents we researched. 2 Bureaucracy in Western companies is hindering their digital transformation. 3 Alarm bells should be ringing in boardrooms. 4
- 128. RS Robin Speculand Establish a digital vision Protect your customers’ trust Build your architecture & evolve ecosystems Restructure to a data-first culture Become customer obsessed Prescribing your future Empower employees Learn to experiment and co-create Adopt agile Develop leadership digital mindset Measure digital value 11 1 2 3 4 5 67 8 9 10 Future Thinking Future Proofing Centricity: Customer, Culture & Operations Establish a digital vision Protect your customers’ trust Build your architecture & evolve ecosystems Restructure to a data-first culture Become customer obsessed Prescribing your future Empower employees Learn to experiment and co-create Adopt agile Develop leadership digital mindset Measure digital value 11 1 2 3 4 5 67 8 9 10 Become customer obsessed Establish a digital vision Restructure to a data- first culture Measure digital value Empower employees Develop leadership digital mindset Prescribe your future 11 1 2 3 4 5 67 8 9 10 Adopt agile Learn to experiment and co-create Become customer obsessed Build your architecture & evolve ecosystems Protect your customers’ trust Future Thinking Future Ready Centricity: Operations & Customer, Culture Ticking Clock© Model
- 129. RS Robin Speculand RS Robin Speculand Half an hour after I finish you have forgotten half of what I said! Institute of America Research
- 130. RS Robin Speculand
- 131. RS Robin Speculand
- 132. RS Robin Speculand Certification after seven module course A new solution for strategy implementation Community of implementation specialists Developing body of knowledge Membership USD 120, Course 550, Certification 350
- 134. RS Robin Speculand