This document summarizes a presentation on driving effective strategy execution at Sony. It outlines the challenges of aligning people, building capabilities, and motivating action. The solution presented uses an impact map with four steps: program design, skills and knowledge, on-the-job behaviors, and key corporate results. It also discusses using simulations to practice and learn from mistakes safely. Participants learned that impact maps create alignment, simulations accelerate learning, and the E=AMC framework simplifies transformation conversations.

1. Driving Effective
Strategy Execution at
Sony
Christine DiDonato – Sony Electronics
Peter Mulford – BTS USA
Monday, October 17, 2011

2. The Challenge…

3. When executing strategic change,
how do we get people aligned,
capable and excited,
to take action?
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4. For Today:
• A POV
• A Solution
• What we learned

5. What we learned

6. E : Alignment

7. 3 Questions

8. Alignment
1.Can you summarize your company’s
strategy, and what makes it distinctive, in
30 words or less?
2.Would your colleagues say the same
thing?
3.Do they know where and how they
contribute to driving the business?

9. E : A + Capabilities
» Business Acumen Systems
» Leadership Acumen + Processes
» Functional Acumen Structure

10. High Leverage
Behaviors

11. It is not enough to do your best.
You must know WHAT to do. Then do
your best.
--W. Edward Deming

12. E:A*C

15. The Solution

16. Creating a solution using an BTS Impact Map: Four Steps
Program Design Skills & Knowledge On-the-Job Behaviors Key Corporate Results
4 3 2 1
How? Why?

17. Learning Objectives
Create an experiential learning program that will provide the
essential techniques, insights, and approaches needed to:
1. Make it easier for consumers to buy and retailers to sell Sony
products
2. Collaborate to innovate and deliver winning value propositions
3. Share and grow capability across business groups

19. Winning Metric
System
Sony WINNING CRITERIA:
Retailer
ROIC
Sony Consumer Retailer
Experience
ROIC GMROI
+
Consumer
Experience
Retailer
Sony ROIC
GMROI

20. What Happened?

21. Impact Profiles
WHAT I LEARNED IN WaOS HOW I APPLIED IT RESULTS I’VE CREATED
Susan learned the importance Susan worked with her retailers that Susan retailers are selling
of and process for developing sold mostly Sony’s end of life cycle at a rate that is 3 – 4%
personal/business products when product would be in above what was targeted
relationships with her key short supply. They jointly created resulting in increases in
retail store stakeholders strategies that led to success for the sales in the $150k to $200k
retailer and Sony range this year.
Mary positioned only 250 of a Sony At year end, the retailer will
Mary learned how to new product in one of her retail have sold all 250 units, Sony’s
maximize Sony profits stores when she would ordinarily margins will have increased
while also helping her have positioned 500 units. She saw as no monies will be spent
retailers be successful how this would help the retailer and in marketing the retailers
also Sony achieve mutual goals unsold units.
Peter learned the Peter coordinated the shipment of Peter saved Sony thousands
importance of helping Sony marketing materials for new product of dollars when damaged or
maximize its profits through launches to retailers to coincide with misplaced marketing displays
what he did in coordinating the availability of the new product in were not lost at the retailer.
new product launch actions the store.
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22. “The numbers are great, but what I
really like is the buzz and
excitement I hear around the
building that this program
created.”
EVP Sales & Marketing
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23. What We Learned
• The Impact Map is a tool to create alignment for both
leaders and learners at each phase of the execution
journey.
• Using a simulation to allow participants to practice and
make mistakes in a safe environment accelerates
capability development and mindset shift.
• E=AMC is a persuasive tool to have proactive and
simplified business and transformation conversations.
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24. CONTACT US
For additional information on how BTS can help your
organization accelerate strategic execution:
Peter.Mulford@BTS.com
www.bts.com
contactus@bts.com
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