Sie sind auf Seite 1von 38
A Framework for Aligning Strategy and Execution Joe Czarnecki, VP Product and Sales Support IPS

A Framework for

Aligning Strategy and Execution

Joe Czarnecki, VP Product and Sales Support

IPS Learning

Joe Czarnecki, VP Product and Sales Support IPS Learning 1 | IPS LearningIPSConfidentialLearning Confidential –

1

|

IPS LearningIPSConfidentialLearning ConfidentialCopyright| Copyright© 2015 IPS© 2015Learning,IPS Learning,LLC

LLC

Confidential – Copyright| Copyright© 2015 I P S © 2015Learning,IPS Learning,LLC LLC

2 |

What CEO’s are Thinking

Trouble Implementing Strategy
Trouble Implementing
Strategy

Company not focused on executing strategy

Company not aligned behind their

strategies

Strategies ask people to work on too many & conflicting priorities

Strategy-Execution Gap, Strategy& (formerly Booz & Company, now part of the PwC network), May 2014

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

& Company, now part of the PwC network), May 2014 IPS Learning Confidential – Copyright ©

3 |

Even Good Strategies Fail

Lessons from the C-Suite…
Lessons from
the
C-Suite…

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Strategic Initiatives have been successful

Excellent on successful execution

Struggle to bridge strategy-

execution gap

The Economist Intelligence Unit, March 2013

Excellent on successful execution Struggle to bridge strategy- execution gap The Economist Intelligence Unit, March 2013

What are your strategic challenges?

 

Alignment between strategy and

 

execution unclear

 

Impact of organizational dynamics are misunderstood or ignored

Lack of aligned performance metrics

Programs/projects extremely complex

Inconsistent processes on how to

 

manage projects and programs

 

Lack of clear agreements around interfaces and interdependencies

4

|

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Failure to accurately predict results in

scope creep

Risks not well understood

Lack of resources, people spread too

thin

Required skill sets don’t match required needs

Other organizational functions and

members not on board

Difficult to manage without authority over people who are on multiple projects, not functional reports

not on board  Difficult to manage without authority over people who are on multiple projects,

5 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Global CEO’s #1 quest is to

seek better alignment

between strategy, objectives

and organizational

capabilities

alignment between strategy, objectives and organizational capabilities The Conference Board’s 2014 global CEO study

The Conference Board’s 2014 global CEO study

Objectives for Today

Outline a framework for improving organizational alignment of project-based work (PBW)

Summarize the 6 critical business skills to enhance the PBW

Leader’s capabilities

Take away actionable concepts to improve alignment strategy, execution, and capabilities

6 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

alignment strategy, execution, and capabilities 6 | IPS Learning Confidential – Copyright © 2015 IPS Learning,

Our Strategic Execution Journey

Our Strategic Execution Journey 7 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

7 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Our Strategic Execution Journey 7 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
Our Strategic Execution Journey 7 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
Our Strategic Execution Journey 7 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
Our Strategic Execution Journey 7 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

8

| IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
|
IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

The Strategic Execution Framework (SEF)

Who are you?

What is the context?

Where are you going?

What needs creating?

How will we build it?

How will you operate?

Who are you? What is the context? Where are you going? What needs creating? How will
Unpacking the SEF Strategy Making Strategy Execution 9 | IPS Learning Confidential – Copyright ©

Unpacking the SEF

Unpacking the SEF Strategy Making Strategy Execution 9 | IPS Learning Confidential – Copyright © 2015

Strategy Making

Strategy Execution

9 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

What’s Your External Environment? 10 | Health Care • Affordable Healthcare Act • Improve care

What’s Your External Environment?

10 |

Health Care

Affordable Healthcare Act

Improve care effectiveness and drive down administrative costs

care effectiveness and drive down administrative costs Financial Services • Hyper competitive market • New

Financial Services

and drive down administrative costs Financial Services • Hyper competitive market • New emerging technologies

Hyper competitive market

New emerging technologies

Faster time to market

• New emerging technologies • Faster time to market IPS Learning Confidential – Copyright © 2015

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Align the Strategy Making Domains Do the Right Projects

Align the Strategy Making Domains Do the Right Projects 11 | IPS Learning Confidential – Copyright

11 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Strategy Making Domains Do the Right Projects 11 | IPS Learning Confidential – Copyright © 2015

The Ideation Domain

The reason the organization exists

The Ideation Domain The reason the organization exists Character, image, brand, and values 12 | IPS

Character, image,

brand, and values

12 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

What the organization is

dedicated to in the long term

IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC What the organization is dedicated to

Xerox’s Ideation, 1981

Xerox’s Ideation, 1981 “Xerox perceived itself as only in the office copier business.” — Malcolm Gladwell
Xerox’s Ideation, 1981 “Xerox perceived itself as only in the office copier business.” — Malcolm Gladwell
Xerox’s Ideation, 1981 “Xerox perceived itself as only in the office copier business.” — Malcolm Gladwell

“Xerox perceived itself as only in the office copier business.” — Malcolm Gladwell

13 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

office copier business.” — Malcolm Gladwell 13 | IPS Learning Confidential – Copyright © 2015 IPS
Ideation 14 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC Google’s mission

Ideation

Ideation 14 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC Google’s mission is

14 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Google’s mission is

to organize the

world’s information

and make it

universally

accessible and useful

Learning, LLC Google’s mission is to organize the world’s information and make it universally accessible and

15 |

The Nature Domain

The artifacts, core values, and behaviors of the organization

artifacts, core values, and behaviors of the organization How an organization designs relationships between areas or

How an organization designs relationships between areas or functions

The path an organization designs to achieve its purpose and goals

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

organization designs to achieve its purpose and goals IPS Learning Confidential – Copyright © 2015 IPS

Misaligned Ideation, Culture and Strategy

Misaligned Ideation, Culture and Strategy 16 | IPS Learning Confidential – Copyright © 2015 IPS Learning,
Misaligned Ideation, Culture and Strategy 16 | IPS Learning Confidential – Copyright © 2015 IPS Learning,

16 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Misaligned Ideation, Culture and Strategy 16 | IPS Learning Confidential – Copyright © 2015 IPS Learning,
Misaligned Ideation, Culture and Strategy 16 | IPS Learning Confidential – Copyright © 2015 IPS Learning,

Four Core Cultures

Every organization has a predominant culture and usually has subordinate cultures.

17 |

Collaboration Control Collaboration Cultivation Cultivation Competence Competence
Collaboration
Control
Collaboration
Cultivation Cultivation
Competence Competence

Control

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Source: Schneider, William E. The Reengineering Alternative: A Plan for Making Your Current

Culture Work. Burr Ridge, IL: Irwin Professional Pub., 1994.

The Reengineering Alternative: A Plan for Making Your Current Culture Work. Burr Ridge, IL: Irwin Professional

Your Culture Maps

Draw a culture map for:

Your Organization (red)

Your Team (green)

18 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Collaboration

Control

5 4 5 3 4 2 3 1 2 1 1 2 1 3 2
5
4
5
3
4
2
3
1
2
1
1
2
1
3
2
4
3
5
4
5

Cultivation

Competence

LLC Collaboration Control 5 4 5 3 4 2 3 1 2 1 1 2 1

The Vision Domain

The determination of

specific desired results

Vision Domain The determination of specific desired results The path an organization designs to achieve its

The path an organization designs to achieve its purpose and goals

19 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

The vehicle to evaluate progress to the achievement of strategic goals

– Copyright © 2015 IPS Learning, LLC The vehicle to evaluate progress to the achievement of

The Measurement Conundrum

Tell me how you measure me and I will tell you how I behave.

Eliyahu Goldratt

20 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

tell you how I behave. — Eliyahu Goldratt 20 | IPS Learning Confidential – Copyright ©
tell you how I behave. — Eliyahu Goldratt 20 | IPS Learning Confidential – Copyright ©

The Engagement Domain

The path an organization designs to achieve its purpose and goals

21 |

organization designs to achieve its purpose and goals 21 | Strategy based, prioritized set of projects

Strategy based, prioritized set of projects and programs,

reconciled to the resources required to accomplish them

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

to the resources required to accomplish them IPS Learning Confidential – Copyright © 2015 IPS Learning,

Clear Strategic Vision: SW Airlines

Clear Strategic Vision: SW Airlines Source: Porter, Michael. "What is Strategy?" Harvard Business Review HBR

Source: Porter, Michael. "What is Strategy?" Harvard Business Review HBR OnPoint Enhanced Edition, Product Number: 4134 (February 1, 2000).

22 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Product Number: 4134 (February 1, 2000). 22 | IPS Learning Confidential – Copyright © 2015 IPS

23

Strategy Execution Mapping

| IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
|
IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

The Synthesis Domain

Strategy-based, prioritized set of projects and programs, reconciled to the resources required to accomplish them

reconciled to the resources required to accomplish them Multiple interdependent projects managed as a single unit

Multiple interdependent projects managed as a single unit

24 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Unique, temporary efforts defined by deliverables, schedule, and resources

– Copyright © 2015 IPS Learning, LLC Unique, temporary efforts defined by deliverables, schedule, and resources

Culture and Today’s Work Approaches

Collaboration Control Collaboration Control Cultivation Competence
Collaboration
Control
Collaboration
Control
Cultivation
Competence

25 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Collaboration Control Cultivation Competence 25 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

Balancing Plan-Driven & Agile Approaches

Balancing Plan-Driven & Agile Approaches Source: Barry Boehm and Richard Turner. Balancing Agility and Discipline: A

Source: Barry Boehm and Richard Turner. Balancing Agility and Discipline: A Guide for the Perplexed. Addison Wesley. 2004.

26 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Guide for the Perplexed . Addison Wesley. 2004. 26 | IPS Learning Confidential – Copyright ©
27 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

27 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

27 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

The Transition Domain

Multiple interdependent

projects managed as a

single unit

Unique, temporary efforts

defined by deliverables,

schedule, and resources

efforts defined by deliverables, schedule, and resources The ongoing processes of the enterprise that deliver value

The ongoing processes of the enterprise that deliver value to the customer

28 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

enterprise that deliver value to the customer 28 | IPS Learning Confidential – Copyright © 2015

IKEA in China

29 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
29 |
IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

What Works Well

30 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Not Perfect Yet

What Works Well 30 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC Not

31 |

31 | Where are your Strengths and Opportunities? IPS Learning Confidential – Copyright © 2015 IPS

Where are your Strengths and Opportunities?

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Imperatives of Strategic Execution

32 |

I

N

V

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

E

S

T

Imperatives of Strategic Execution 32 | I N V IPS Learning Confidential – Copyright © 2015

Imperatives of Strategic Execution

I deation

N

ature

V

ision

Know who you are, why you exist and where you are going

Align your strategy, structure and culture

Continually rearticulate and quantify your desired outcomes

Engagement Continually reinvest in the right portfolio of strategic projects to achieve current strategic outcomes

33 |

S

ynthesis

T

ransition

Execute your strategic projects balancing appropriate levels of PM 1.0 (discipline) vs. PM 2.0 (agility)

Transition your projects’ benefits into operations, and

reinvest the project resources

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

into operations, and reinvest the project resources IPS Learning Confidential – Copyright © 2015 IPS Learning,

STRATEGY & EXECUTIONTACTICS

34 |

The Stanford Research Shows…

As a PBW Leader – you will be called to… Lead Convert Strategy for Strategic
As a PBW Leader – you will be called to…
Lead
Convert Strategy
for Strategic
into Action
Lead Change
from the Middle
Execution
Master the Project Portfolio
Master the Project
Portfolio
Lead Effective Teams Exhibit Project Management Mastery Integration HR
Lead Effective
Teams
Exhibit Project
Management
Mastery
Integration
HR
Manage without Authority Master the Finances on Projects
Manage without
Authority
Master the
Finances on
Projects
Execute Complex Innovate through Programs Design Thinking
Execute Complex
Innovate through
Programs
Design Thinking
Leverage the Customer Relationship
Leverage
the Customer
Relationship
Scope Communications
Scope
Communications
Time Risk
Time
Risk
Cost Procurement
Cost
Procurement
Quality Stakeholders
Quality
Stakeholders

ORGANIZATIONAL

PORTFOLIO

PROGRAM &

PROJECTS

MECHANICS/

EXECUTION

AFTER MASTERING THE FUNDAMENTALS

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

MECHANICS/ EXECUTION AFTER MASTERING THE FUNDAMENTALS IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC
The 6 Critical Meta-Skills
The 6 Critical Meta-Skills

36 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

The 6 Critical Meta-Skills 36 | IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

38 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

Given the SEF and the six Meta-

Skills we can address the Global CEO’s #1 quest to seek better alignment between strategy,

objectives and organizational

capabilities.

the Global CEO’s #1 quest to seek better alignment between strategy, objectives and organizational capabilities.

39 |

39 | Questions and Additional Discussion IPS Learning Confidential – Copyright © 2015 IPS Learning, LLC

Questions

and

Additional

Discussion

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

My Picture
My
Picture

Joe Czarnecki

Thank you!

ipslearning.com

esi-intl.com

apm.stanford.edu

Email: jczarnecki@ipslearning.com

Twitter: @ipslearning

Connect with me on LinkedIn!

40 |

IPS Learning Confidential Copyright © 2015 IPS Learning, LLC

@ipslearning – Connect with me on LinkedIn! 40 | IPS Learning Confidential – Copyright © 2015