Presentation at the Strategy Execution Summit 2015

1. ©1997-2015 Balanced Scorecard Institute.
Dr. Gardner Shaw
Senior Associate and BSMP Instructor
Balanced Scorecard Institute
The End of Strategy!

2. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Two ways of thinking about it…
TheEndofStrategy
End=Completed Strategy End=Successful Future
• We’ve decided where
we need to go
• We’ve figured out how
best to get there
• Our work here is done…
• We’ve decided where we
need to go
• We’ve figured out how best
to get there
• Our work here is just
beginning…

3. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
TheEndofStrategy: AchievingASuccessfulFuture
What every organization must do,
and do well:
• Focus
• Alignment
AND
• Execution

4. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Focus-Alignment-Execution
• Focus: A clear, shared, understanding of
where we’re going and how we intend to
get there.
• Alignment: Having all the organization’s
people and systems working toward the
shared focus.
• Execution: Doing the right things, and
doing them right.
All three are critical to our success!

5. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Focus
• Mission & Vision
• Customer Value
Proposition
• Strategic Themes &
Results
ToAchieveFocusandAlignment
inourPlan
Alignment
• Strategy Maps
• Cascading
objectives
• All initiatives linked
to strategy
These are the components of our
planning that should create
focus and alignment

6. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Problem
• Decided on a future
without doing thorough
analysis of likely future
environment.
• Failed to identify
appropriate Strategic
Themes and Results.
CausesofWeakFocus
New Approach
• Conduct thorough,
rigorous assessment,
and keep results in
mind at all times.
• Be more clear on where
we need to excel going
forward, and what
outcomes that should
produce.

7. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
CausesofPoorAlignment
Problem
• The “Strategy” we
developed doesn’t
show a clear line from
strategic actions to
future success.
• Different functions and
initiatives have different
focuses.
New Approach
• Make Strategy Map more
strategic; emphasize keys
to positive change.
• Get leadership working as
a team with a common
focus.

8. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
IF THE BASIC STRATEGY LACKS
FOCUS AND ALIGNMENT…
Step back and fix it!
Don’t waste energy, resources and credibility
trying to execute a weak strategy!

9. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
But if our strategy is well focused
and well aligned
where do we go from here?

10. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
ProceedingwithGoodIntentions
• Good Intention #1
• Good Intention #2
• Good Intention #3
• Delegate responsibility for
“carrying out the strategy.”
• Limit participation in carrying out
the strategy to a few people who
don’t have “line” or “operational”
responsibilities to distract them.
• Keep strategy separate from other
major functions and activities,
(e.g., budget, process
improvement, performance
appraisal) in order to avoid
confusion and redundancy.

11. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Iftheroadforward ispaved with “GoodIntentions,”
wecanguess where itwilllead….

12. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
AllPeopleareInvolvedandSupported
AllSystemsandProcessesWorkTogether
AndMostImportantly
SeniorLeadersLead
Successful execution requires that we
recognize three imperatives:

13. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Theseare“Imperatives” because:
If we fail to have: Then we will have:
• All People Involved
and Supported
• All Systems and
Processes Work
Together
• Senior Leaders Lead
• Lack of “buy-in” and
participation
• Fragmentation, sub -
optimization and
competition for resources
• Lack of focus and
credibility
So how do we meet these Imperatives?

14. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
How do we meet these imperatives
and have effective Execution?
Right!
Focus and Alignment!!!

15. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Imperative One:
AllPeopleareInvolvedandSupported
The whole organization is
characterized by open, interactive
communication, teamwork and
collaboration

16. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
AllPeopleareInvolvedandSupported
Focus:
• The work that people do is focused on
strategy
• Strategy is part of everyone’s job
• The contribution of their work to strategy is
measured

17. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
AllPeopleareInvolvedandSupported
Alignment:
• Communication is clear and consistent; all
people know how they fit in
• People are trained for active participation;
their skills align with the work to be done
• People work together in teams, toward
common objectives; barriers to cooperation
are removed

18. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Imperative Two:
AllSystemsandProcessesWorkTogether
All of the organization's leadership
and management systems and
processes work together to support
the organization’s strategy

19. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
AllSystemsandProcesses
WorkTogether
Focus:
• All business units share and support the
organization’s vision
• Current initiatives and support operations
are focused on strategic priorities
• Performance measures are focused on
strategic results

20. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
AllSystemsandProcesses
WorkTogether
Alignment:
• Departmental/business unit roles and
responsibilities are aligned to strategy
• Business operations and budget are aligned
with strategy
• Key processes and systems are aligned with
strategy and are sequenced to support
strategy execution

21. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Imperative Two:
AllSystemsandProcessesWorkTogether
The Senior Leadership team, and its
members, provides active, personal
and visible leadership for the
organization’s strategy

22. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
SeniorLeadersLead
Focus:
The senior leaders:
• provide high visibility and active personal
engagement
• assume personal accountability and ownership
for the execution of strategy
• are measured and rewarded for their support
of strategy, not just operations

23. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
SeniorLeadersLead
Alignment:
The senior leaders:
• operate regularly and effectively as a team
• engage everyone in developing and executing
strategy
• have skills aligned with the actions they must
take to support strategy, not just operations

24. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
Identify the single most important action you can
take next week to help achieve
a successful future for your organization.
Your assignment, should you choose to
accept it…

25. ©1997-2015 Balanced Scorecard Institute.
2015 ST R AT EGY E XEC UT I O N SUM M I T
A Successful Future =
The End of Strategy
Focus + Alignment + Execution =
And the End of this Presentation
Thanks for Attending!