ValuExecBlog

I have an itch

I have an itch and it is beginning to drive me crazy. I can not help but think that despite my best efforts, I have let you down. Whereas most of what I write about looks at strategy and strategy execution from a company's perspective, not alot of ink I fear, is spent on looking at strategy execution from an individual's perspective. Often, when we work with a client on its strategy, individuals will seek us out and tell us about their concerns, their fears, the politics of the organization, and what is stopping them from executing their roles effectively and ergo, the company's strategy. When we follow up with those individuals later, in some cases those concerns have been addressed but in the main they haven't. The result, a troubled employee and a strategy-to-performance gap that is widening.

So, I am dedicating this week's blog to those of you who may have any questions or comments regarding the hurdles and challenges that you are experiencing executing the particular strategy of your company. Just let me know.

Yours in execution,

ian

Connectedness

Recently IBM released "Leading through Connections" which is the latest report in their C-Suite Series. If you haven't yet done so, you may want to find the time to read the report because it does provide wonderful insight into what CEO's are thinking these days, but also outlines what those companies that outperform are doing differently.

One of the key findings from the report is that, and I quote:'CEOs have a new strategy in the unending war for talent. They are creating more open and collaborative cultures - encouraging employees to connect, learn from each other and thrive in a world of rapid change.' Now, this may not be new and in fact we have seen this evolving over time, but what is exciting is as the report goes on to say 'As CEOs open up their organizations, they are not inviting chaos. The need for control remains, but it is evolving into a new form - one better suited to the complexity and pace of business today.'

Why is this exciting? Because it means that employees will become more empowered; creativity, I hope will flourish which in turn will lead to greater innovation both from within the organization and from outside its borders. And with innovation comes growth. But importantly and again I borrow from the report '...organizations (will) need a strong sense of purpose and shared beliefs to guide decision making. Teams will need processes and tools that inspire collaboration on a massive scale'  and that is the essence of strategy execution.

To receive the report, you will have to register on the IBM website, but herewith URL:

http://www-935.ibm.com/service/us/en/c-suite/ceostudy2012

Yours in execution.

ian

When it comes to strategy execution - who's the tourist?

I love the term 'strategy tourist' which is defined loosely as someone who is along for the site-seeing but doesn't contribute much to the actual tour. Generally, it is a description leveled at employees but I often wonder who is the actual tourist.

Just go along with me with this analogy - when you first join a company, as an employee, you get on a bus that you think is taking you on a particular tour. You have bought a ticket, and you have been assigned a seat. You lean back ready to enjoy the journey. But what happens if along the way, locations that were earmarked on your map, were not reached or if instead of arriving in Rome, you end up in Sydney. Who is to blame?

As employees, we often buy into a dream, a mission or vision, but at some point along the journey, the tour guide changes the route and, where we think we are going is not the road we're on. The tourist in this case is the tour guide - it is after all - her route, her tour and not one that we signed up for in the first place.

What guides need to do is to let the passenges know the new itinerary and why it has changed and allow people to get off the bus if they don't like the new tour. Oh, it would be good to give them some form of compensation for their inconvenience. 

Companies often change strategy and fail to communicate such to their employees. And then wonder, why execution isn't happening. It just that their employees think they're on a different tour.

Until our next tour together.

Yours in execution.

ian

6 Fundamental Questions to Ask Each Employee

Research has shown that when it comes to strategy execution, most companies can do better. And the reason why companies seem to struggle is because the execution of strategy requires the participation of people. Lots of them. Tiny beacons of light that create the company's universe. People who not only work within or for the company but also those people outside the company, people like suppliers, customers, etc. As companies move towards the use of 'open' business models - the art of strategy execution will only become more complex. 

So lets start with the internal perspective. There are 6 fundamental questions that every manager should ask each and every employee that reports to him/her.

1. Do they know and understand the company's strategy?
2. Do they understand what the strategy means to their particular role? or phrased another way - do they understand what is expected of them with regard to making strategy happen as it applies to their role
3. Do they know and understand how what they do impacts the customer?
4. Do they have the necessary skill sets to execute what is expected of them?
5. Does the company have the right processes to support them in executing what is required of them in terms of strategy?
6. What do they need to stop doing because it is no longer relevant to the current strategy?

By answering these fundamental questions, every employee will have a better understanding of what is required of them in terms of strategy. The problem, these questions are very seldom asked, or if they are it is to a few selected employees. 

I would suggest that the onus is on every manager to sit down with each employee and ask these questions. Hopefully, they will get beyond the first question.

Forever in execution

ian