Making Real Sense of Strategy Execution “A Holistic Planning Toolkit”

Making Real Sense of Strategy Execution “A Holistic Planning Toolkit”
ASP 2015 Annual Conference Strategy is Global May 6-8, 2015 Making Real Sense of Strategy Execution “A Holistic Planning Toolkit” By: Husam A. Amara – B. Sc. Arch., M.Sc. Arch., MBA, DBA

Thank you for ASP invitation & Welcome to all of you for choosing to attend this Workshop..!
Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

My Self.. An Architect by education and profession (B.Sc. Architecture, M.Sc. Architecture) Texas A&M University, USA, 1995. A Business Leader and Entrepreneur for 19+ Years (Founded many businesses and led them to success in 4 continents in Engineering, Real-estate, Oil & Gas, Telecom and Information Technology) A Strategic and Business Advisory Professional (Doctorate of Business Administration from Edinburgh School Of Business in Strategic Planning & Corporate Governance, ). A Certified Strategist, Coach, Facilitator, Psychologist and Trainer for 9 Years in USA, Europe, Asia & Middle East (Led 30+ organizational strategy, change management, restructuring, HR strategic management, and strategic sales & marketing planning, execution and review) A writer (wrote 4 books (under publishing) in Strategic Management, Life Planning, Customer Value Creation and Culture That Matters) Speaks, reads and writes in 3 languages (Arabic, English and French) Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Making Real Sense of Strategy Execution “A Holistic Planning Toolkit”
Our Subject Today.. Making Real Sense of Strategy Execution “A Holistic Planning Toolkit” Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

This is not just a speech!
How will we Interact? This is not just a speech! I expect you to interact with me from time to time Questions to be answered towards the end of the session, yet they are welcomed within the session Be free minded learner, there is no specific age or limit for learning (Its never too late..Learning is a life-time process) We all learn in different ways, speed and rhythms; please do not hesitate to ask or verify what you hear from me Please put your phones on the silent mode to respect others rights of listening and focusing (if you switch them off is better) Thank you. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What do I expect you to Take Away Today?
Understand and Clarify SYSTEMS Know how to Study ORGANIZATIONS as systems! Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the holistic approach in strategic execution Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Architecture Model Does anyone expect anything else? Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

We speak today about ORGANIZATIONS..

What is AN ORGANIZATION?
“A social unit of people that is structured and managed to meet a need or to pursue collective goals” - Business Dictionary.Com “ An organized body of people with a particular purpose, especially a business, society, association, etc” - Merriam-Webster Dictionary “ An entity such as institution or association that has a collective goal and is linked to an external environment” - Wikipedia, the free encyclopedia Association Organisation Commissions Agency Firms Consortium etc Corporation Institution ORGANIZATIONS Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What is the FOCUS? “ A social unit of people that is structured and managed to meet a need or to pursue collective goals” - Business Dictionary.Com “ An organized body of people with a particular purpose, especially a business, society, association, etc” - Merriam-Webster Dictionary “ An entity such as institution or association that has a collective goal and is linked to an external environment” - Wikipedia, the free encyclopedia Association Organisation Agency Firms Consortium etc Corporation Institution ORGANIZATIONS Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

ORGANIZATION What is the FOCUS? Goals External Environment People
linked to an external environment External Environment People particular purpose pursue collective goals a collective goal Defined Unit Structure Interaction unit of people organized body of people Structured Entity Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What is a SYSTEM? - Merriam-Webster Dictionary
“An organized, purposeful structure that consists of interrelated and interdependent elements (components, entities, factors, members, parts etc.). These elements continually influence one another (directly or indirectly) to maintain their activity and the existence of the system, in order to achieve the goal of the system. - Business Dictionary.Com “A group of organs that work together to perform an important function of the body” OR “A regularly interacting or interdependent group of items forming a unified whole” - Merriam-Webster Dictionary “Is a set of interacting or interdependent components forming an integrated whole” - Wikipedia, the free encyclopedia Structure Organization Complex Administration Order Apparatus etc Arrangement Network S.Y.S.T.E.M.S. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What is a SYSTEM? “Is a set of components that work together for the overall objective of the whole” - General Systems Theory, Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“There is nothing so practical as a good theory”
What is a SYSTEM? “Is a set of components that work together for the overall objective of the whole” - General Systems Theory, “There is nothing so practical as a good theory” Jerry Harvey, G. Washington University Mgt. Professor Four superstar Nobel Prize winners founded the interdisciplinary society for General Systems Research – one in economics, one in physiology, one in physics, one in math, along with Ludwig Von Bertalanffy from biology. They searched for a unity of science that encompassed all living things on earth. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What is the FOCUS? Organizations!
Goals linked to an external environment External Environment People particular purpose pursue collective goals a collective goal Defined Unit Structure Interaction unit of people organized body of people Structured Entity Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What is the FOCUS? Open Systems!
Open (Living )System “Is a set of components that work together for the overall objective of the whole” Objective External Environment Components System’s Boundary Integration Input / Output Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

It is a FACT not a COINCIDENCE..
Organizations are Living (Open) Systems “In one way or another, we are forced to deal with complexities, with “wholes” or “systems” in all fields of knowledge. This implies a basic re-orientation in scientific thinking. -Ludwig Von Bertalanffy (father of Systems Thinking) Four Main Concepts of Living Systems On Earth Seven Levels of Living/Open Systems, The 12 Natural Laws of Living Systems on Earth, The input-output A, B, C, D, E Systems Model, and The Natural Cycles of Life (in living/open Systems) Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

1. Seven Levels of Living / Open Systems..
Enhancing Self-Mastery Building Interpersonal Relationships Facilitating Empowered Teams Collaborating Across Functions Integrating Organizational Outcomes Creating Strategic Alliances/Positioning Global / Earth Protect Planet Competencies Organizational Markets / Societies In Organizations Levels of Organizations / Communities Systems 6 Natural Teams / families 3 levels of Individuals Organs / Parts Cells / Components Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

2. 12 Natural Laws of Living Systems on Earth
12 Natural Laws of Living Systems on Earth from the General Systems Theory Part I: The Whole System Part II: The Inner Workings Holism- Overall boarder perspective (ends, purpose-focused, synergy, transformational) Equifinality – Flexible & adaptive (Flexible & adaptive) Open Systems- Open to Environ. (Implications are clear) Entropy – Needs follow-up (Needs follow-up, inputs of energy, renewal) Boundaries- Clarity of system (integrated, collaborative, complementary) Hierarchy – Flatter organization (Flatter organization and self organizing (productive order emerges) Input / Output- How systems work (how natural systems operate “Backward Thinking”) Relationships-Related parts (Patterns, webs, interdependence, and leverage) Feedback- Feedback on Effectiveness (feedback provided on effectiveness/root causes ) Dynamic Equilibrium (Maintain stability and balance/culture, self-regulating) Multiple Outcomes- Goal seeking (goal seeking at all levels) Internal Elaboration (Details and sophistication, clarity, and simplicity) Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

GST on the Motion.. Concept 1 – 7 Levels of Living Systems
+ General Systems Theory Concept 2 – 12 Natural laws of Living Systems Concept 3 – System’s Thinking Approach™ Apply General Systems Theory as a new orientation to life + Concept 4 – Natural Life Cycles Theories© “There is nothing so practical as a good theory” Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

3. A, B, C, D, E Systems Thinking Model..
5 Simple steps as new way of thinking “backwards” to the future We need to stop using analytical thinking in SYSTEMS CONTEXTS “Any intelligent fool can make things bigger and more complex... it takes a touch of genius – and a lot of courage – to move in the opposite direction.” -Albert Einstein Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

A new way of thinking for business and life Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Step Brief Description The Questions A - Future Output part of the model looks out toward the future Where do we want to be? B - Feedback Feedback part of the model How will we know when we get there? C- Today Input component is today Where are we now? D- System Throughput components are those things that can help us bridge the gap from Phase C to Phase A How to get there? E- Environment The ongoing scanning and review of the current and future environment What are the changes happening in our current & future environment? Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

To use this model effectively, you have to move your thinking away from piecemeal to systems. Parts/activity focused Holistically  Law Think Closed Open  Law Remember.. how you think … is how you act ... is how you are! Think Fragmented/ separate Integrated / collaborative  Law Think Analytic/narrow-minded Input/Output  Law Think Reserved/no feedback Feedback  Law Think Artificial, either/or thinker Multiple outcomes  Law Think Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

4. The Natural Cycles of Life..
The Systems Thinking Approach® recognizes the changes that occur in systems (Natural Laws 6-12) and identifies these changes as the natural cycles of life. The efforts in changing the content (above the surface) represent Only 13% of the needed efforts. The efforts needed to create or change the processes, the structures and the culture (under the surface) represent 87% of the needed efforts. The hardest ever effort needed is the one to create or change the culture , customs and commitments of people (The deepest in water). The need for efficiency and effectiveness (competencies) increases from bottom to top. The need of more resources (time-money-human) increases as well from bottom to top. CONTENT MYOPIA is our failure to focus on processes & structures. Yet, Change is dependent on good Processes & Structures in order to achieve the Content of the desired changes. “Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later” - Jack Welsh Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

4. The Natural Cycles of Life..
“Problems that are created by our current level of thinking can’t be solved by that same level of thinking” - Albert Einstein Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Understand and Clarify SYSTEMS
Take Away Follow up.. Understand and Clarify SYSTEMS Know how to Study ORGANIZATIONS as systems! Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the holistic approach in strategic execution Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Model Architecture Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Planning & Management Rubric (by ASP)

Strategic Planning Best Practices Attributes (As Approved By ASP)
Attribute 1: Use a systems approach that starts with the end in mind. Attribute 2: Incorporate change management and leadership development to effectively transform an organization to high performance. Attribute 3: Provide actionable performance information to better inform decision-making. Attribute 4: Incorporate assessment-based inputs of external and internal environments. Attribute 5: Include strategic initiatives to focus attention on the most important performance improvement projects. Attribute 6: Offer a supporting toolkit, including terminology, concepts, steps, tools and techniques. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Planning Best Practices Attributes (As Approved By ASP)
Attribute 7: Align strategy and culture, with a focus on results and the drivers of results. Attribute 8: Integrate existing organization systems and align the organization around strategy. Attribute 9: Be simple and clear to administer, direct and deliver practical benefits over the long-term. Attribute 10: Incorporate learning and feedback to promote continuous long-term improvement. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Management 3 Premises & 3 Goals (by Haines Center for Strategic Management)
Strategic Management Three Premises Premise #1: Planning is the responsibility of leaders; Premmise#2: People Support what they help create (Parallel Involvement); and Premise#3: Use Systems Thinking Model and Approach. Strategic Management Three Goals Goal #1: Develop strategic and annual plans documents; Goal #2: Ensure successful roll out, implementation and change; and Goal #3: Build and sustain high performance over the long term. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Some Strategic Management Frameworks
Nine Steps to Success™ Based on the Balanced Scorecard Theory, This Framework follows Nine Steps to Strategic Mgt.: 1- Assessment: program development, internal & external environment analysis, planning & communication. 2- Strategy: Vision, Mission, Core Values, Strategy and Strategic Themes and Results. 3- Strategic Objectives: Strategic process for execution and their documentation. 4- Strategy Map: Cause-Effect (if-then) on Strategic Objectives to create the Value. 5- Performance Measures: Measures, Targets and baselines. 6- Initiatives: Projects & Programs that affect the execution. 7- Performance Analysis: Final development of PMs’ toward automation. 8- Cascading: Cascading objectives to various levels. 9- Evaluation. 1 9 2 8 3 7 4 6 5 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Some Strategic Management Frameworks
Ten Steps to Strategic Management™ Based on Systems Thinking Approach™, this Framework follows Ten Steps to Strategic Mgt.: 1- Smart Start, Plan to Plan: Executive briefing & engineering success upfront. 2- Ideal Future: Future Environmental Scan, Vision, Mission, Core Values, Positioning & Rallying Cry. 3- Key Success Measures: Quantitative feedback on Success using QBL. 4- Current State Assess.: External & Internal environment assessment. 5- Strategies Develop.: 3-7 core strategies to transfer vision into action. 6- 3-Year Business Plan: Optional mini-strategic or business plans for business units in large organization. 7- Annual Plans / Strategic Budget: A must have annual plan(s) to cascade core strategies, performance measures, action planning & annual budgeting. 8- Plan-to-Implement: 9- Strategic Execution: Organization wide change. 10- Annual review & update. 1 8 9 10 7 6 5 2 4 3 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategy Execution..5 Building Blocks
Nine Steps to Success™ Framework 1,2&5 4 2 3 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategy Execution..5 Building Blocks
Ten Steps to Strategic Management™ 4 1&5 3 2 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Management..5 Building Blocks
Block#1: Strategic Thinking; Strategy Customer-Value & Strategy Block#2: Strategic Thinking & Planning; Future State & Core Strategies Future Environmental Scan, Future Vision, Mission, Core Values & Rallying Cry Strategic Goals/Key Success Measures Current State Analysis Core Strategies/Strategic Objectives Block 3: Strategic Planning; Plan to Implement Performance Analysis and Measurements selection Operational Departmental Plans (3 or 1 Year) (Cascading) Goal # 1 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Management..5 Building Blocks
Block#4: Strategy Execution; Implementation & Change Strategy Implementation (Implementing Operational Plans & Strategic Initiatives) Change Management (People Attunement) Leadership development Functions and Structures Strategic review and yearly evaluation Block 5: Strategy Execution; Achieving Future State & Strategy Customer Value-Add Marketplace positioning High performance Operational excellence Goal # 2 Goal # 3 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Management..3 Goals Integrated
Develop Strategic & Annual Plans Documents Plan-to-Implement Goal # 2 Roll-out, Implement- -ation & Change Yearly Review & Update Goal # 3 Sustain high performance over the long term Feedback & Updates Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Strategic Management..3 Goals Integrated
Key to Success Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Why do Strategic Plans Fail?
The facts proved that Over 70% of Strategic Plans fail! Why? Because they do not have vision, mission & core values? Because they do not have an attractive rallying cry or “Slogan”? Because they do not have Strategic Goals and Objectives? Because they do not have Cascading and Operational Plans? Because they do not have a great & well written documents? Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Why do Strategic Plans Fail?
It is because of the FALIURE in EXECUTING those plans and effecting the RIGHT CHANGE. - Obvious, right? May be! The Fact is most of the time we plan for Failure! - how? “The most valuable planning lesson I preach is elegantly summed up by NASA’s Rule #15.1 A review of most failed project problems indicates that the disasters were well-planned to happen from the start. The seeds of problems are laid down early. Initial planning is the most vital part of a project. —NASA Rule #15” –Terry Schmidt Plan-to-Plan & Plan-to-Implement are the smartest and most crucial steps in the planning process to engineer success up front. “Stephen Haines” “If one link is broken, the entire chain is broken”. —Yiddish Proverb Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Plan-to-Implement..The Execution Paramount
Strategic Plan Documents contain at their best: Customer Value-Add (Strategy or competitive advantage) Vision, Mission, Core Values statements and the Rallying Cry Strategic Goals/Themes and Policies Key Success Measures (Quantifiable Outcomes to Goals/Strategic Results) Current State Assessment/Internal-External Environment Analysis Core Strategies / Strategic Objectives Candidate Performance Measures Candidate Strategic Initiatives and their initial priorities All analysis that support one or more of the above.. What’s NEXT.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Plan-to-Implement..The Execution Paramount
Plan-To-Implement (PLTI) Toolkit, includes (order varies per organization): Strategic Business Redesign & Restructure Strategic Structures and Sub-structures with yearly meetings schedules Strategic Market/Customer Intelligence (research & analysis) Key Success Measure identified (3-Year line-of-sight) / Top Tasks Change Management Yearly Plan General and Leadership Competencies identified Three-Years Business Plans (Mini Strategic Plans—Optional) Yearly Organization/Units operational plans and Yearly Strategic Budget (Including Strategic Initiatives & Measures) Strategic Reward System & individuals appraisal Brand Redesign Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit..Strategic Business Redesign
Purpose: Organize FUNCTIONS toward the achievement of vision, mission & core values One of the most overlooked component Its hard for organization to change because they think its BIG. We may start with Admin structure (Functions based on Type) We should divide the Admin structure to clear SBUs’/MPAs’ & MFAs’ SBUs’ for business – MPAs’ for government & Not-for-Profit – MFAs’ all SBUs’ / MPAs’ are the strategic units responsible for Value-Add delivery MFAs’ are the support units including Finance, HR, IT, Marketing, FM, .. Include the major functions and their description to help implement SP Involve Stakeholders in finalization Execute by assigning the main jobs to key management or hire Not Job’s Org. Chart Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

EXAMPLE ONLY Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Strategic Structures and Sub-structures with yearly meetings schedules
Purpose: Establish ON-GOING STRATEGIC STRUCTURES that support EXECUTION Internal & External teams and committees Assign roles, functions and accountability (Watch Systems Thinking). Establish yearly meeting schedule with frequencies ahead Intensify training on Effective Meetings based on Systems Thinking Standardize Minutes of Meeting format (MoM) File and communicate minutes of meetings in and by Strategic Management Office (SMO) Facilitate Meetings Set teams code of conduct to synergize team work Assign incentives and rewards for teams and individuals Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Board/Chief Executive
PLTI Toolkit.. Strategic Structures and Sub-structures with yearly meetings schedules Board/Chief Executive Leadership Command the execution and all teams effectiveness Strategic Mgt. Office (SMO) Leadership Team (Leaders) Executive Committee Change Leadership Team (CLT) Main Structures Internal Support Cadre led by CSO Support daily planning & execution process Rep. Speeches & Reinforcement Ensure integration/Fit toward vision and values (PLP Framework) Weekly meetings to follow on the major tasks to implement under the Strategic Plan Weekly meetings to follow on the major tasks to implement under the Strategic Plan Measuring & Bench. (MBT) Env. Scanning (SKEPTIC) Employee Dev. (EDC) Strategic Comm. (SCT) Strategies Sponsor (SST) Technology SC (TSC) Sub Structures Key Success Measures reporting & updating Benchmarking research Competition watch Customer focus in all functions Simplifying processes Collecting data based on SKEPTIC Prepare & update risk mgt. register Scenario Planning Awareness of changes in the external environ. Career/Succession, core competencies, performance mgt. Align culture to vision and values Rewards & recognition Ensure accountability and responsibility Strategic Mgt. People For Clear 2-way dialogue to become aware of the plan & execution Improve desire of participation in change Coordinate and align values and direction Change Agents For Each Core Strategy/Objective and/or major change effort Ensure achievement of each one, including leadership of change For computers, telecommunication, HW/SW fit and integration Ensure System-Wide coordination around information and data Management. Strategic Results Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Organizational Yearly Meetings Schedule 12 11 10 9 8 7 6 5 4 3 2 1 Main Subject Frequency Titles Names Team / Committee P D T ……….. Monthly …….. ……. Leaders Weekly Executive SMO CLT …. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Individual e.g. CEO (Name) Yearly Meetings Schedule 12 11 10 9 8 7 6 5 4 3 2 1 Main Subject Frequency Team / Committee P D T ……….. Monthly Leaders …. Weekly Executive SMO CLT ….. ……. Quarterly EDC SMO responsibility to create and distribute the org.-wide yearly and individual meeting scheduled. SMO responsibility to train people of EFFECTIVE MEETINGS using Systems Th. (KISS) SMO responsibility to coordinate and standardize MoM format SMO responsibility to log all meetings and help follow up through actions Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Don’t assume, research & be informed..
PLTI Toolkit.. Strategic research / Customers Intelligence and analysis Purpose: Clarify organization’s standing on VALUE-ADD (VA) or CUSTOMER VALUE PROPOSITION (CVP) Most organizations do not frequently survey customers/clients/citizens Create a fresh look by verifying standing on the new VA or CVP Verify standing on the main VA or CVP (Focus on ONE DIFFER. FACTOR) Investigate Customer Satisfaction (Surveys’ / Focus Groups / Data) Investigate Customer Relations and Service (repetition/ Increase / lost) Investigate suppliers/providers satisfaction & relations Investigate employees satisfaction Investigate stock & stakeholders satisfaction Investigate competition against your VA or CVP MAKE NECESSARY ADJUSTMENT BEFORE EXECUTION Don’t assume, research & be informed.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Don’t assume, Ask & learn
PLTI Toolkit.. Strategic research / Customers Intelligence and analysis The great and compelling ONE QUESTION SURVEY (KISS Focus) How generally stratified are you (customer / client / stockholder / stakeholder / supplier / etc) when dealing with our Organization or buying our products or working with us or receiving our service? Then ask: Please tell us the top 3 reasons for your rating? Then Ask: Please list 3 top things you want us to do to raise you rating? Then give a window (empty space) for any suggestion. 5 4 3 2 1 Index Enjoying Satisfied Neutral Dissatisfied Offended Rating Choice Don’t assume, Ask & learn Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Key Success Measures Identified
Purpose: Establish QUANTATIVE STRATEGIC GOALS to know how you are getting there! (vision). Quantities Strategic goals year after year Measure the important not the easy Measure in clear strategic perspectives Focus on major KSMs’, don’t get lost! Measurement can be for time, cost, quality and quantity Don’t forget Customers and Employees Remember, Success is NOT ONLY financial Keep tracking..Remember the measuring and benchmarking team role, Assign Accountability Keep your eye on competition and the world, keep 3-Year-line-of sight If you don’t know where you are going any road can be the same.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Key Success Measures Identified
EXAMPLE ONLY # KSM Areas (Headers) with Specific Measures Baseline Intermediate Targets Ultimate Target KSM Accountability 2014 2015 2106 2017 By 2017 A Financial Viability A1 Return On Equity (%) 8% 14% 20% 25% CFO A2 Total Revenue/Income (SAR) 40M 50M 70M 95M 100M COO A3 Net Profit Margin (%) 4% 11% A4 Comm. Annual Growth (%) 32% 33% 36% B Customers satisfaction B1 G. Satisfaction Index (%) 50% 70% 80% 95% B2 Customer Engagement Ratio TBM 40% 60% 85% B3 Net Promoter Score NPS 30% 35% C Employee Satisfaction C1 Employees Satisfaction Index 2.6/5 3.5/5 4/5 4.5/5 CAO C2 Employee Engagement Ratio 55% D Product/Service Development D1 Products & Services Portfolio 10 8 7 6 CEO D2 Avg. Product Gross Margin % E Operations/Processes Improvement E1 No. Of own Operated Branches 4 COO/CEO E3 % Automated Processes 100% CIO E4 Budget Matching Spending 90% Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Change Management Yearly Plan
Purpose: Reshape the CULTURE and overcome resistance proactively Consider Core Values as the motor for change Change is the only CONSTANT in life and organizations Organizational Culture is made of the Individual ONE, Change’em! Leaders should make the MODEL Practice best practice tools carefully and holistically, NOT ONLY COMMs Establish the change structures and processes Measure & Audit Organization & Individual Change Establish reward system to FOSTER change Implement Change Initiatives year after year Assign incentives and rewards for teams and individuals towards Change Change doesn’t happen, we have to change.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

- Understand Change FIRST & Define Change Goals/KSMs - Change Activities Change Building Blocks Communication Awareness Leaders Plans & Sponsorship Desire Coaching & Guiding Knowledge What we want to achieve? What to do? Resistance Mgt. Ability Training Reinforcement The Outcome we want to achieve in Change Best Practice Change Actions by Experts “90% of Change Efforts Fail because of lack of awareness” - Prosci Change Management Institute Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

- Understand Change FIRST & Define the Outcomes - - How ADKAR Synchronizes with Change Natural Cycles Awareness Desire Knowl -edge Ability Reinfor -cement Reinforcement Knowledge & Ability Desire Awareness The magnitude of needed change is the sum of change of all individuals within an organization Change for One Person Change for 5 persons Change for 20 Persons Change for 1000 persons Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

- Analyze Current State - eBest Practice Audit tool is available FOC on This tool will give you a score of your org. current change level & a direction Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

- Develop Change Strategies - “Create Change Value Chain” Leadership Skills & Abilities Processes Org. Capacity Develop Leadership Improve Coaching & Learning Improve Effectiveness & Readiness Reduce Resistance Improve Comm. & Info Sharing Improve Systems & Tools Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

- Develop Change Strategies - “Document Change Strategies & Performance Measures” Auditor Accountable Weight Measure Description Change Strategy Change Perspective Board CEO 30% 40% S1M1: % PLP execution S1M2: # Comm. Events (LDRs-EMPs) S1M3: # Comm. Events (LDRs- Customers-Stakeholders) Raise the level of ownership of leaders Improve Model attitude Develop PLPs Improve relations (leaders-Employees) S1- Develop Leadership Leadership ………. % S2M1: ……… S2M2: ………. ………………… …………………… S2- Improve Coaching & Learning Skills & Abilities A Change Program Manager (CPM) to be assigned to work under SMO CPM to be trained and certified Automate Change Performance Take informed decisions based on CP measurement results Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Change Strategy S1-………….. Change Perspective  Leadership  Skills & Abilities  Processes  Org. Capacity Measure Name Code S1-M1 Measure Description ……………………………………………………………………………………………………………………….. Weight (%) 30% Unit  %  Number  Currency  Time Frequency  Monthly  Quarterly  ½ Yearly  Yearly Accumulation  Value  Average  Total Polarity Yes is Better?  Yes  No Higher Better?  Yes  No  N/A Base Line (if exists) Equation Scoring Type  Goal Only  Red Flag Scoring  3-Color Scoring  Other. Specify: Scoring Values Target Others, Specify: Red Flag Accountable Name: Position: Sig.: Verification Sig. : Scoring Results Month 1 2 3 4 5 6 7 8 9 10 11 12 Threshold Actual Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Communication & Change Activities Framework Name of the activity Activity Title: Who will be targeted by the activity e.g. individuals, Univ., etc ? Targeted Audience Who will be the leader and his team for the activity? Leader & Team What will be the mean and where the venue? Mean & Venue What will be the core messages to focus on in the activity? Core Messages The messenger who will deliver the message? Responsible Is there any preparation, orientation or trained needed? Preparation Responsible How many times and long it will be repeated? Frequency Is there any special links or events attached to launching it? Links (If Any) How will you evaluate the feedback and viability? Evaluation What are other needs and requirements except money? Needs & Requirements How much will be the allocated budget? Budget Allocated Develop yearly budget for all activities and distribute it on months to support change Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Change Performance Management Change Performance Leadership Skills & Abilities Processes Org. Capacity Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Identify Core & Leadership Competencies..
Purpose: Convert Core Values into measured behaviors Core Values are the Social Glue of the Organization Use best practice and Int’l. standards Convert Core values to behavioral indictors for ease of visibility & measurement Use 360◦ measurement technique & AUTOMATE Assign behavioral level and indicators to Leaders and Employees Coach the organization to understand behavioral indicators Use general & leadership competencies in Jobs’ Description Keep tracking..Remember the EDC team role, Assign Accountability Keep hiring good people using competencies as an important factor “People do what is inspected not what is expected.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

What are Competencies and their Applications in People’s Management? “Competencies are the underlying characteristics of an individual which is usually related to effective or superior performance in a job” Visible, surface, easy to identify and manage Knowledge, Skill & Attitude Self-concept , Traits, Motive Hidden, difficult to identify and manage Recruitment & Selection Learning & Achievement Performance Mgt. Career Development Succession Management Rewards & Compensation HR Planning Org. Success Circle 6 Major Competencies Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Keep educating the organization on competencies and Measuring Core Values based on Competencies. - HRSG, Canada Leadership Competencies Competency People Mgt. Process Core / Common Competencies Basic Competency Profile Architecture Translate Vision & Core Values into behavioral based actions & attitude - HRSG, Canada Coaching On the Job Training (OJT) Action Learning Peer Learning Team Learning Online Learning Apprenticeship Informal or Independent Learning Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Common Competency Example: Client Focus Proficiency Scale Behavioral Indicator Best Practice: Organizations establish a limit on the total number of competencies included in any one profile in the range of 12 to 15. Remember MORE IS LESS.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Competency Profile Development (Example Only) Up to 12 competencies per profile, including five (5) core competencies.  Core Competencies (5 competencies that apply to all employees)  Job Family Competencies (Common to whole family )  Technical / Professional (work specific) Competencies (Apply to some or all jobs / roles in group ) Example Profile: Programmer Analyst Required Effectiveness Level CORE COMPETENCIES JOB SPECIFIC - BEHAVIORIAL COMPETENCIES JOB SPECIFIC - TECHNICAL COMPETENCIES Competency Proficiency Competency Proficiency Competency Proficiency Achievement Orientation 3 Project Management Adaptability 2 2 Client Focus 3 Using Information Technology 3 4 Analytical Thinking Initiative 3 Information Management 4 Critical Judgment 2 Teamwork 3 Problem Solving 2 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Design Strategic Reward & Appraisal System..
Purpose: Foster teams and individuals behavior and achievement based on strategy (achieve people’s attunement) Reduce reliance on financial targets achievement rewards only Apply organization-wide reward system (Include SBUs’, MPAs’ & MFAs’ Base rewards on team and departmental performance, FUND IT Rely on performance data vs. what I or you think! Sustain performance communication and transparency Use Olympic reward system (No more one is the best) Make rewards timely, adequate and directed. Announce Keep tracking..Remember the EDC team role, Assign Accountability Install wall or hall of fame to embrace winners continuously Make evaluation more frequent (Quarterly not Yearly) Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Best Practices in strategic rewards (the base for a comprehensive system): Create and approve a comprehensive document for the system Apply rewards to all when due (Assure EQUALITY) Announce the program and made it public, REWARD also publicly Populate financial budget to support the program Reward on all levels: committees, departments, leaders and employees Focus yearly on certain goals and focus rewards Make it Olympic: Gold, Sliver and Bronze Make it monetary and non- monetary Maintain and update the system continuously, but ANNOUNCE Make it the responsibility of EDC committee Make it based on performance that is communicated transparently Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Appraisal basis: Job performance Attitude Development & Growth Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Brand Redesign
Purpose: Reshape organization brand to reflect the new strategy and customer-focus culture Reflect a new comprehensive strategic image of the organization and Rallying Cry Focus on Success and Differentiation factors Make the new image and brand the basis for marketing and e-image (digital marketing, social media, web site, etc) capture customers’ hearts Be assertive in making the new brand (feed the future and starve the past) Consider making new entity for the new brand if incumbent wants to preserve old identity. Involve stakeholders in the new brand design Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget
Purpose: Plan and document strategic execution and extract yearly strategic budget (Starve the past and FEED THE FUTURE) Be guided by strategy components: Vision, Mission, Core Values, VA/CVP, KSMs’, CSA, Main Customers’/Stakeholders’ Focus CASCADING CORE STRATEGIES / STRATEGIC OBJECTIVES Include Core Strategic/Objectives description and make it the base of explicit performance measures/KPI selection Document performance measures/KPIs’ (USE MEASURES CARDEX) Document each department operations (Use the Admin Org. Chart). Remember Management 5 functions Extract Strategic OPEX from depts’ operations Document Strategic Actions, Initiatives and Systems then extract CAPEX Formalize, unify and approve Yearly Strategic budget Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

First Level Organization Strategy Second Level Units / Depts. Strategy
PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget Performance Measures Financial First Level Organization Strategy Performance Measures Customers Internal Processes Performance Measures Performance Measures Org. Capacity Financial Customers Second Level Units / Depts. Strategy Internal Processes Performance Measures Org. Capacity Performance Measures Performance Measures Department 1 Strategic Objectives Department 2 Strategic Objectives Department 3 Strategic Objectives Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Performance Measures Financial Second Level Units / Depts. Strategy Performance Measures Customers Internal Processes Performance Measures Performance Measures Org. Capacity Financial Customers Internal Processes Third Level Managers/Supervisors Tasks & Activities Performance Measures Org. Capacity Performance Measures Performance Measures Manager/ Supervisor 1 Strategic Activities / Tasks Manager/ Supervisor 2 Strategic Activities / Tasks Manager/ Supervisor 3 Strategic Activities / Tasks Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“Core Strategies/Objectives & Performance Measures”
PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget “Core Strategies/Objectives & Performance Measures” -Example Only- Auditor Accountable Weight P. Measure Description Core Strategy Perspective CFO Sales Manager 50% 20% 30% O1M1: Receivables Turnover ratio O1M2: % Cash vs. Credit Revenues O1M3: % Bad Debits Increase receivables turnover Control credit sales Improve cash sales Encourage customers to pay in cash Etc.. O1- Improve Cash flow Financial ………. 40% O2M1: Customer Increase Ratio O2M2: Customer Retention Ratio O2M3: % Online Sales to T. Sales Increase Customers Retain current Customers Increase geographical coverage Deploy E-Commerce O2- Increase Customer base Customers & Stakeholders In the 1st year or remaining of current year try to make it on Level 1 On the 2nd year it should include units/departments and possible 3rd level Sales/Revenue Targets shall be indicated under performance measures targets All plans should be done as teamwork within units, its not a manager’s job rather his/her responsibility Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Core Strategy O1- Improve Cash Flow Change Perspective  Financial  Customers/Stakeholders  Internal Processes  People, Tools & Tech Measure Name Receivables Turnover Ratio Code O1M1 Measure Description Increase turnover ration to avoid additional loans and financial facility requirement Weight (%) 50% Unit  %  Number  Currency  Time Frequency  Monthly  Quarterly  ½ Yearly  Yearly Accumulation  Value  Average  Total Polarity Yes is Better?  Yes  No Higher Better?  Yes  No  N/A Base Line (if exists) 6 (60 Days) Equation = (360/ Average credit receivable days) for the measurement period Scoring Type  Goal Only  Red Flag Scoring  3-Color Scoring  Other. Specify: Scoring Values Target 8 (45 days) Others, Specify: Red Flag 6 (60 days) Accountable Name: ……………………….. Position: Sales Manager Sig.: Verification Name: Position: CFO Sig. : Scoring Results Month 1 2 3 4 5 6 7 8 9 10 11 12 Threshold Actual Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“Operations & Activities” -Example Only- Sales Department-
PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget “Operations & Activities” -Example Only- Sales Department- Required Budget Expected Risks Outputs Inputs Description Code & Activity Served Core Strategy 590,000 Raised Competition No funds for training staff Commissions Payment delay Achieve Sales Targets Achieve x number of sales outlets Increase products Sales Manager SM Assistant Web Developer Sales Plan Sales Commission System Plan annual sales and revenues Organize & manage Sales Force Manage Sales outlets Plan, organize & manage E-Commerce A1- Manage Sales Dept. O1-O2-O5-O9-O10 1,075,250 POS breakdowns Shortage of products wrong customer handling Trained Agents Maintained outlets X no. of Agents Storage Area Point of Sale Training of Agents Maintenance etc Outlets sales Customer Service at outlets Outlets maintenance Outlet storage & barcode system Points of Sales installing Train team on products A2- Cash Sales O1-O3-O4 Separate planning sheets should be used to list all components Plans with no. of staff required, pricing strategy, etc should be made separately Risk plans should be developed with mitigation actions Budgets required should constitute the OPEX of the department Operations priorities should be made based on number of related core strategies Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“Projects / Programs / Systems” -Example Only- Sales Department- Required Budget Expected Risks Outputs Time & Responsible Description/Activities Code & Initiative Served Core Strategy 380,000 High prices No fulfillment of requirements No proper training No integration Maintain updated customer data base Improved communication with Customers 6 Months starting X date Sales Manager Install a CRM System Train Sales Staff on using the system Populate customers data Trial before going live Live launch of System Feedback on the system Continuous improvement P1- CRM System O1-O2-O5-O9-O10 850,000 Delay of contractors Lost of sales etc New branded outlets Good customer exp 12 Months starting date X Retail Manager Renovate outlets Improve interior design Install customer service disk P2- Improve outlets O1-O3-O4 Separate planning sheets should be used to list all components RFP should be developed to seek pricing with exact needs and requirements Risk plans should be developed with mitigation actions Budgets required should constitute the CAPEX of the department Operations priorities should be made based on number of related core strategies Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“Strategic Financial Budget” -Example Only- All Departments- Other Details Related Budget Instrument Source Category Excel sheets presentation Include all strategic parts Cash flow statements on monthly distribution Revenue Planning sheet with COGS / COSS Breakeven sheet Sales / Service Plans & Performance Targets Revenue (For SBUs’ & MFAs’) Full OPEX planning on monthly distribution Operating Income Sheet (EBITDA) OPEX Distribution on G&A, S&M, and R&D Operations planning Operation Expenses (OPEX) Earnings / Deductions / Finance Costs Income TAX NET INCOME Sheet All the above Net Profits Proforma Balanced Sheet Proforma Balance Sheet Separate planning sheets should be used to list all components Each department shall prepare its strategic budget and financial sheets with the help of the Budget Manger A financial cycle redesigned for requesting and approval of funds Budgets should be focal part of the financial system Periodical reports comparing planned and actual should be generated accurately Expected 40-70% Accuracy in the first year with over 90% accuracy the 2nd year inwards Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Take Away Follow up.. Understand and Clarify SYSTEMS Know how to Study ORGANIZATIONS as systems! Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the holistic approach in strategic execution Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Model Architecture Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

The Business Excellence Architecture Model
Its based on Malcolm Baldridge US National Quality Award: Criteria for Performance Excellence as analyzed and extended by the Haines Centre into the 21st Century Systems Thinking Organizing Framework of Seven Hexagons of Organization Functioning : 1- Building a Culture of Performance Excellence 2- Strategic Management 3- Leading Strategic Change 4- Creating the People Edge 5- Achieving Leadership Excellence 6- Becoming Customer-Focused 7- Aligning Delivery and Distribution The Ice Berg of Change Structures Processes The Systems Thinking Approach to build the business to deliver organization’s competitive advantage (Customer Value-Add) Content Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

“You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is” - Jack Welch Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#1 Building a culture of Performance Excellence
The Business Excellence Architecture Model #1 Building a culture of Performance Excellence A culture of innovation and creativity. Language, thought processes, and practical tools of Systems Thinking. Fact-based decision-making with good information and analysis. A set of core values that create this desired culture. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#2 Reinventing Strategic Planning into Strategic Management
The Business Excellence Architecture Model #2 Reinventing Strategic Planning into Strategic Management “We Now Need A Strategic Management System” I need to stress at this point that an effective management system is more than just the sum of the parts ... it is a set of integrated policies, practices and behaviors. Sometimes having a good management system is confused with having high-quality employees. This is a mistake – the two are quite different in some important ways: having high-quality employees does not assure an organization of having a sustainable competitive advantage or even a short-term advantage. -Edward J. Lawler III The Ultimate Advantage: Creating the High-Involvement Organization Vision and positioning shared throughout the organization. Key Success Measures and Core Strategies as the framework for department goals. Business plans for SBUs/MPAs/MFAs. Strategic annual action priorities and work plans. Strategic budget and financial systems to allocate resources. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#3 Leading Strategic Change & Innovation
The Business Excellence Architecture Model #3 Leading Strategic Change & Innovation Setting up specific change management structures. Involves people and their social/emotional attunement through understanding and managing the Rollercoaster of Change™. Communication and reinforcement plans. Individuals change emphasis vs. organizational change. Horizontal cooperation and collaboration to serve the customer, not a vertical hierarchy/bureaucracy. Essential Team work & Innovation Teams. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#4 Creating the People Edge Soft people and support elements strategically “in tune” to achieve ongoing World Class Star results. Strategic people/HR management practices and the system of people management. Create “The People Edge”. Attracting, hiring, motivating, developing, empowering, rewarding, and retaining all crucial staff. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#5 Achieving Leadership Excellence
The Business Excellence Architecture Model #5 Achieving Leadership Excellence Enhancing Self-Mastery Building Interpersonal Relationships Facilitating Empowered Teams Collaborating Across Functions Integrating Organizational Outcomes Creating Strategic Alliances. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

The Business Excellence Architecture Model #5 Achieving Leadership Excellence Leadership Success Circle Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

The Business Excellence Architecture Model #5 Achieving Leadership Excellence 6 Levels of Leadership competencies “Competencies are the underlying characteristics of an individual which is usually related to effective or superior performance in a job” Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

The Business Excellence Architecture Model #5 Achieving Leadership Excellence Creating Customer Value - A Holistic Model To Excellence Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#6 Becoming Customer Focused
The Business Excellence Architecture Model #6 Becoming Customer Focused Strategic marketing, sales planning, and implementation. Choices and customization controlled by the customer. Quality products and services delivered through quality concepts (Deming, Juran, Crosby, Six Sigma, etc.). High quality customer service (legendary, raving fans, etc.). The total cost of doing business with you is what it costs the customer – keep it low and fair. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

#7 Aligning Delivery Required results must be delivered through operational, value-added Supply Chain Management (supplier – employee – customer) including: Process improvement – including the “continuous improvement” (or Kaizen) concept. Enterprise-wide technology – organizational design, restructuring, and technology tools are necessary to make sure all of the organization is supportive in creating the customer value. Simplicity increased and waste/bureaucracy eliminated. On time delivery, convenience, speed, and customer responsiveness. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Feedback is the breakfast of champions!
The Business Excellence Architecture Model Feedback is the breakfast of champions! Results: Measuring the Quadruple Bottom Line: (1) not just customers, (2) but employees, (3) shareholders, and (4) community/society goals. Setting metrics in Module 2 for all four bottom lines will let you know if you’ve achieved these four bottom lines. Feedback and data must be used in systematic problem solving and decision making, in discovering our hidden assumptions about behaviors and performance. Feedback is also essential in daily reflection and education, and in constant reinforcement of the desired change. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

References.. Stephen G. Haines (2004), Leading Enterprise-wide change: The Systems Thinking Approach to Business Excellence & Superior results , 6nd Edition, San Diego, California, The Systems Thinking Press. Stephen G. Haines (2011), Strategic Thinking Handbook #1: Top 10 Tools for Everyday Problem Solving at Play & Work, 2nd Edition, San Diego, California, The Systems Thinking Press. Stephen G. Haines (2010), Strategic Thinking Handbook #2: Top 10 Tools for Strategic Thinking, 4th Edition, San Diego, California, The Systems Thinking Press. Stephen G. Haines (2004), Pearls of Wisdom, The Systems Thinking Approach, facilitation tools, tips, and Techniques for Group leaders. 2nd Edition, San Diego, California, The Systems Thinking Press Peter M. Senge, (1990), The fifth Discipline, The Art of Practice & Learning Organizations, 2nd Edition, Currency Doubeady. H. Rohm, D. Wilsey, G. Perry & D. Montgomery (2013), The Institute way, Simplify Strategic Planning & Management with the Balanced Scorecard, 1st Edition, Cary, North Carolina, The Institute’s Press. Creating Customer Value - A Holistic Model To Excellence

Take Away Follow up.. Understand and Clarify SYSTEMS Know how to Study ORGANIZATIONS as systems! Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the holistic approach in strategic execution Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Architecture Model Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

Thank You For feedback or Questions, please write to me on: or call me on my personal mobile: OR “Excellence is not just a process, it’s an organizational life journey and an ultimate outcome that generates, when it happens, high fulfillment of organizational goals and creates stability, profitability, and sustainability “ By Me..

Making Real Sense of Strategy Execution “A Holistic Planning Toolkit”

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Making Real Sense of Strategy Execution “A Holistic Planning Toolkit”

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