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  • The Secrets To Successful Strategy Execution

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    Aparna Rajasekharan
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    This presentation discusses the keys to successful strategy execution. It summarizes research finding that organizations often fail at execution because they focus only on structural reorganization rather than addressing underlying issues. The presentation identifies four building blocks critical for execution: clarifying decision rights, designing effective information flows, aligning motivators, and making structural changes. It argues that organizations must first clarify decision rights and improve information sharing, and then adjust structures and incentives to support the new processes.

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    Presentation155DrJennyLamJune09.pdf

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    This presentation discusses the keys to successful strategy execution. It summarizes research finding that organizations often fail at execution because they focus only on structural reorganization rather than addressing underlying issues. The presentation identifies four building blocks critical for execution: clarifying decision rights, designing effective information flows, aligning motivators, and making structural changes. It argues that organizations must first clarify decision rights and improve information sharing, and then adjust structures and incentives to support the new processes.

    Copyright:

    © All Rights Reserved
    Scarica in formato PDF, TXT o leggi online su Scribd
    Segnala contenuti inappropriati
    39 visualizzazioni3 pagine

    The Secrets To Successful Strategy Execution

    Caricato da

    Aparna Rajasekharan
    This presentation discusses the keys to successful strategy execution. It summarizes research finding that organizations often fail at execution because they focus only on structural reorganization rather than addressing underlying issues. The presentation identifies four building blocks critical for execution: clarifying decision rights, designing effective information flows, aligning motivators, and making structural changes. It argues that organizations must first clarify decision rights and improve information sharing, and then adjust structures and incentives to support the new processes.

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    © All Rights Reserved
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    di 3

    * This presentation is prepared by the author in ones personal capacity for the

    purpose of academic exchange and does not represent the views of his/her
    organisations on the topic discussed.

    Cluster Programs Sharing Forum

    The Secrets to Successful

    3 Digits Forum

    HO Programs Sharing Forum

    Strategy Execution
    Gary L. Neilson, Karla L. Martin & Elizabeth Powers
    Harvard Business Review June 2008

    Dr Jenny LAM

    Dr Jenny LAM

    Strategic Plan

    but only solid execution can keep


    you the destination.

    A strategy put you on competitive map


    Dr Jenny LAM

    Are we good at execution?

    Dr Jenny LAM

    Why fail at execution?

    Over past 5 years,


    >125,000 employees
    >1000 companies
    > 50 countries

    Organizations fail at execution because


    they go straight to structural reorganization.
    seems to be most obvious solution
    changes are visible and concrete
    may yield quick improvement in efficiency

    Are important strategic & operational


    decisions quickly translated into action?
    3 out of 5 No!

    Dr Jenny LAM

    Dr Jenny LAM

    Online Survey

    Building Blocks for Strategy Execution

    Clarifying decision rights


    Designing information flows
    Aligning motivators
    Making structural changes

    More than 26,000 people in 31 companies


    Cornerstones!

    To identify most effective actions in enabling


    organizations to implement strategy
    To rank actions in order of their relative
    influence

    Capstone!

    Dr Jenny LAM

    Dr Jenny LAM

    17 fundamental traits of organization effectiveness

    Top 5 traits of organization effectiveness

    Dr Jenny LAM

    Dr Jenny LAM

    Create a Transformation Program

    10

    Decision Rights
    Clarify and streamline decision making
    at each operating level

    To identify sources of the problem


    To map improvements to building blocks

    Focus headquarters on important


    strategic questions

    To have phased implementation


    Identify and eliminate duplicative
    committees
    Dr Jenny LAM

    11

    Dr Jenny LAM

    12

    Conclusions

    Information Flow

    To have successful strategy execution

    Improve field-to-headquarters information

    clarify decision rights and improve


    information flows vertically and horizontally,

    Define and distribute daily operating


    metrics to the field or line

    then alter organizational structures and


    realign incentives to support those moves

    Institute lateral moves and rotations

    Dr Jenny LAM

    13

    Dr Jenny LAM

    14

    Comments & Suggestions?

    Dr Jenny LAM

    15

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