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Execution Overview

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'You can have elegant strategies, but if you can't implement them ... Chick-fil-A Scoreboard. Discipline 2. The Disciplines of Execution. Six Sigma Scoreboard ... – PowerPoint PPT presentation

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Title: Execution Overview


1
Execution Overview
2
1 REASON WHY LEADERS FAIL?
70 of strategic failures are due to poor
execution of leadership.....
Its rarely for lack of smarts or
vision. Source Charan, R. and Colvin, G. Why
CEOs Fail, Fortune, June 21, 1999.
3
  • You can have elegant strategies, but if you
    cant implement them and you dont have the
    tenacity to follow through on them youre not
    worth anything. If you look at companies that
    have done really well out there, they have great
    strategies, but they are maniacal implementers.
  • Kevin RollinsCEO of Dell Computers

4
Execution Model
5
Supermarket Industry Execution Model
6
Sustained Superior Performance Model
7
Agenda
  • Three key attributes of Execution
  • (What Matters Most)
  • 2. Your Execution Challenge
  • (How is this showing up in your world)
  • 3. Root-Causes for Breakdowns in Execution
  • (What gets in the way)
  • 4. The Disciplines of Execution
  • (What to do about it)

8
Organizations that Execute
Sound Simple?
9
What questions were asked?
Whats the goal?
49 17
23
1 in 10
Whats the measures? Feedback
1 in 5
Are you Engaged?
Less than half
How much time do spend
10
Agenda
  • Three key attributes of Execution
  • (What Matters Most)
  • 2. Your Execution Challenge
  • (What has to happen in your world)
  • 3. Root-Causes for Breakdowns in Execution
  • (What gets in the way)
  • 4. The Disciplines of Execution
  • (What winning organizations do)

11
The Execution Challenge
Create support structures to Do it
Know the Goal
Know the Activities
Execution
Tasks / Activities
Who? What Different?



Model Not Yet Never
Question 1 What is the most important goal of
my organization or business unit? What is it
worth?
Rate Your Execution Capability
Question 2 Is there a group of people that
have to learn something new or do something
different in order for us to be successful?
12
A Well Known Luxury Hotel Chain
Create support structures to Do it
Know the Goal
Know the Activities
Who?
From 93 to 97 Guest Retention
Group House Keeping
Do What Differently?
1. Gather information on individual
preferences 2. Converse with guest 3. Input data
into computer system 4. Access data from the
system

13
Agenda
  • Three key attributes of Execution
  • (What Matters Most)
  • 2. Execution Challenge
  • (What has to happen in your world)
  • 3. Root-Causes for Breakdowns in Execution
  • (What gets in the way)
  • 4. The Disciplines of Execution
  • (What winning organizations do)

14
Root-Causes for Breakdowns
Know the Goal
1. Clarity
Do they know what is most important?
15
Root-Causes for Breakdowns
Know the Goal
Know the Activities
2. Translation
1. Clarity
Do they know what to do and how to do it?
16
Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
2. Translation
1. Clarity
3. Commitment
Are they committed to the goal and their role in
it?
17
Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
3. Commitment
Do we make it easy for them?
18
Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
5. Synergy
3. Commitment
Do we work effectively together?
19
Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
5. Synergy
3. Commitment
6. Accountability
Do we hold each other accountable all of the time?
20
The Execution Challenge
Create support structures to Do it
Know the Goal
Know the Activities
Execution
Tasks / Activities
Who? What Different?



Model Not Yet Never
Question 1 What is the most important goal of
my organization or business unit? What is it
worth?
Rate Your Execution Capability
Question 2 Is there a group of people that
have to learn something new or do something
different in order for us to be successful?
Enabling_____ Synergy_____ Accountability_____
Translation__________
Clarity__________
Commitment_________
21
Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
1. Clarity
2. Translation
4. Enabling
5. Synergy
6. Accountability
3. Commitment
22
Investment in xQ
  • Experts
  • Ram Charan
  • Harris Interactive
  • Statisticians PHDs 5 universities
  • SR Covey
  • Top FC Consultants
  • Investment
  • 2 Million
  • 74 drafts, 600 Systems review
  • 900 respondents Qualitative tests
  • 22 Languages
  • Norming Study 22,000 respondents
  • Averages are accurate to within 1 margin of
    error and 95 confidence

23
Know Goal
Attributes
Difference in Behavior Incidence by Performance
Level
24
Know Activities
Attributes
Difference in Behavior Incidence by Performance
Level
25
Create Support
System
Difference in Behavior Incidence by Performance
Level
26
Execution Improves
Change in xQ Score Over Time xQ1
56, xQ2 72
27
Agenda
  • Three key attributes of Execution
  • (What Matters Most)
  • 2. Execution Challenge
  • (What has to happen in your world)
  • 3. Root-Causes for Breakdowns in Execution
  • (What gets in the way)
  • 4. The Disciplines of Execution
  • (What winning organizations do)

28
Implementation Timeline
Mid-Session Review
6 Months
29
Discipline 1
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
30
Discipline 1
The 4 Disciplines of Execution
23
410
1120
Goals Achieved With Excellence
23
12
0
31
Discipline 1
The 4 Disciplines of Execution
A leader who says Ive got ten priorities
doesnt know what he is talking about. He doesnt
know himself what the most important things are.
Youve got to have these few, clearly realistic
goals and priorities Source Larry Bossidy
Ram Charan, Execution The Discipline of Getting
Things Done, New York Crown Business, 2002
32
Discipline 1
The 4 Disciplines of Execution
Lance Armstrong
33
Discipline 1
The 4 Disciplines of Execution
A goal with significant consequence or value.
34
Discipline 1
The 4 Disciplines of Execution
WILDLY Important Goal
(WIG) A goal that makes all the difference,
failure to achieve this goal renders any other
achievements inconsequential.
35
Discipline 1
The 4 Disciplines of Execution
Creating Goals that ? Focused (3 or fewer)
36
Discipline 1
The 4 Disciplines of Execution
Marketing
Sales
Operations
37
Discipline 1
The 4 Disciplines of Execution
Creating Goals that ? Focused (3 or fewer)
? Have Line-of-sight ? Are Well Crafted
(specificcleardeadline driven) ? Have Team
Commitment
38
Discipline 2
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
39
Discipline 2
The 4 Disciplines of Execution
Compelling Scoreboards ? Are Simple
? Are Highly Visible to the Player ? Exist at all
Levels ? Have the right Lead and Lag Measures
40
Discipline 2
The 4 Disciplines of Execution
Lag Measure
Measures Goal Achievement
Predictive of the Goal
Difficult to Influence
Easier to Influence
41
Savannah Morning News Master November Scoreboard
42
State Government
43
Chick-fil-A Scoreboard
44
Six Sigma Scoreboard
45
Discipline 2
The 4 Disciplines of Execution
People disengage when they
? Dont know the score or ? Cant affect the
score
46
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
47
Discipline 3
The 4 Disciplines of Execution
Key Question
What are the three most important things I can do
this week to impact the scoreboard?
48
Translate Lofty Goals into Specific Action
?1 ?2 ?3
3 Team Goals
Sell 150 Porch Swings
Set Up WOW Display
1_______________
Purchase Product
Set Up WOW Display
Set Up WOW Display
2_______________
Run The Ad
3_______________
Purchase Product
Run The Ad
49
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
Lag Measure
50
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
Work Compass
Lead Measure
Lag Measure
Super Market
51
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
Work Compass
Lead Measure
Lag Measure
Advertising Sales
52
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
Work Compass
Lead Measure
Lag Measure
Manufacturing
53
Discipline 3
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
Work Compass
Lead Measure
Lag Measure
Manufacturing
54
Discipline 4
The 4 Disciplines of Execution
Create support structures to Do it
Know the Goal
Know the Activities
55

Follow-through is the cornerstone of execution,
and every leader whos good at executing follows
through religiously. Following through ensures
that people are doing the things they committed
to do. Larry Bossidy, Execution The Discipline
of Getting Things Done, New York Crown Business,
2002

47
56
Implementation Timeline
Mid-Session Review
6 Months
57
The Disciplines of Execution

We must all inevitably suffer from one of two
pains. Either the pain of discipline or the pain
of regret!

-Jim Rohn
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