Beruflich Dokumente
Kultur Dokumente
EE2 - PLN
Learning Objective
• Understand obstacles and problems
when executing strategy
• Know stages to execute strategy
• Know myths in execution and
technics to resolve them
Agenda
1. Opening Case
3. Exercise
Why Strategic Execution is so difficult?
Strategy and Actions: How do you know where your organization will
be two years from know?
• Successful strategic execution requires tightly aligning the project portofolio
to the corporate strategy
The great executive blind spot: The strategic role of project portfolio
management
• Converse the strategic thought or direction from the boardroom to a
product that makes it to a customer in the marketplace
The hidden language barrier: Translating strategy-speak into project
parlance
• The language of the project portofolio covers the spesific of getting dones –
who, how, when, and which resources
PLAN VS. EXECUTION
“what ever will be, will be” “fail to plan, plan to fail”
PLAN PLAN
EXECUTION EXECUTION
EVALUA
EVALUATION
TION
Goal Goal
Strategic Execution Cycle
1. Determine Action
Prioryty
3. Execute and
Monitor the
progress
1. Determine Action Priority
Obtain strategic actions from:
• Strategic Plan
• Strategic Action Map
• Strategic Map Balance Scorecard
• Business Model Canvas
Priority Analysis
• Determine Criteria
• Weight
• Score
MISI
SWOT Analysis
Strategic Direction
Strategic Objectives
Financial Aspect
New Revenue
Sources Improve cost Improve
Increase value to
customer structure Asset utilization
Learning &
Growth
Aspect Human capital Technology capital Organization capital
Max Profitability
Perspektif Revenue Growth
Keuangan
Perspektif Improved
Pelanggan Customer
Satisfaction
Perspektif
Continuous Quality Enhanced
Proses Bisnis internal
Improvement Operational
Excellence
Perspektif
Pertumbuhan & Employee
Pembelajaran productivity
1.c. Strategy Map & Balanced Scorecard
BALANCED SCORECARD
STRATEGY MAP
OBJECTIVES MEASURE TARGET
Total Sales % sales increase : Total sales 15%
Revenue Growth 2011/total sales 2010
KEUANGAN Total sales - for new business 10%
% sales of new business/total sales
Max Profitability Net Profit Growth (EAT 2011-EAT2010/EAT2010)x100% 15%
3. Channels
No Action 30 20 15 20 15 100
1. Reduce Loses 15 10 15 5 5 50
2. Improve number of 30 20 10 10 15
customer
85
3. Pemilihan lokasi 25 10 5 20 10 70
Petunjuk:
1. Isi bobot masing-masing kriteria, totalnya 100%
2. Alternatif action terbaik diberi nilai sesuai bobotnya, yang lain lebih rendah secara relatif terhadap nilai
tertinggi.
3. Jumlahkan ke kanan, nilai tertinggi adalah Action Priority terpilih
2. Create Action Plan
Choose strategic action priority
PREDICTIVE
INFLUENCEABLE
ROCK
(LAG
MEASURE
Whirldwind and Goals
GOALS
WHIRLWIND (The Day Job) (Activities on
Strategic Action Priority)
URGENT IMPORTANT
(IT ACTS ON YOU) (YOU ACT ON IT)
Max 40% Min 60%
Schedule it on your down time Schedule it on your Prime Time
Action Plan (HUSK-Example)
Strategic Action Priority: Meningkatkan jumlah pelanggan
Lag Measure: Jumlah pelanggan dalam 45 hari pertama pemasangan
Goal: 300 connections atau minimal 1000 CFL
2
Review scoreboard
Learn from successes and failures
3
PLAN
Clear the path and Make Commitments
4DX: The 4 Disciplines of Execution
Focus on the Wildly
Important (Strategic
Action Priority)
Keep a Compelling
Scoreboard
Create a Cadence of
Accountability
Discipline 4: Create a Cadence of Accountability
Mengadakan WIGs session secara reguler (mingguan)
Diselenggarakan dalam rangka:
• merencanakan bagaimana
PLAN memperbaiki score pada
minggu mendatang
Make High-Impact Commitments
for The Coming Week
• Following through on a few high-impact commitments is far more important than
One or Two making a lot of commitments
• The more the commitments, the less likely-follow-through becomes
• Make only those commitments that can be completed withing the coming week
This week • If you commit to something four weeks in the future, then for three of those
weeks, you’re not really accountable
Performance on • Every commitment must be directed at moving the lead and lag measures on your
scoreboard
the Scoreboard • Without this focus, you’ll be tempted to make commitments to the whirlwind
Good Commitments should be:
• The more specific the commitment, the higher the
Specific accountability for it
• Commit to exactly what you will do
3. Channels
No Action 30 20 15 20 15 100
Petunjuk:
1. Isi bobot masing-masing kriteria, totalnya 100%
2. Alternatif action terbaik diberi nilai sesuai bobotnya, yang lain lebih rendah secara relatif terhadap nilai
tertinggi.
3. Jumlahkan ke kanan, nilai tertinggi adalah Action Priority terpilih
2. Action Plan (Example)
Strategic Action Priority:
Lag Measure:
Goal:
Activity Lead Measure Target PIC Information System
(Check Point)
3. WIG SESSION AGENDA TOOL
WIG SESSION AGENDA:
Where When
WIG (s)
Scoreboard
Update
4. Evaluate and Give Feed Back
Did You Get It Right?
Check off each item to ensure the WIG session will drive high performance
Are you holding WIG session as scheduled?
Are you keeping the session brief, brisk, and energestic (20-30 minutes)?
Is the leader the model for reporting and making commitments?
Do you review an updating scoreboards?
Do you analyze why you’re winning or losing on each measure?
Do you celebrate successes?
Do you hold each other unconditionally accountable for your commitments?
Does each team member make specific commitments for the coming week?
Do you clear the path for each other, finding ways to help team members who
encounter obstacles to keeping their commitments?
Do you keep the whirlwind out of the WIG session
PERAN MANAJEMEN
Menciptakan iklim untuk Memastikan karyawan memiliki
mendukung pemahaman yang memadai
strategic change terhadap strategi (kita tidak dapat
mengeksekusi sesuatu yang
tidak diketahui)
36
Myths in Execution
1. Execution equals alignment