Presentation is loading. Please wait.

Presentation is loading. Please wait.

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

Similar presentations


Presentation on theme: "Making Real Sense of Strategy Execution “A Holistic Planning Toolkit” By: Husam A. Amara – B. Sc. Arch., M.Sc. Arch., MBA, DBA ASP 2015 Annual Conference."— Presentation transcript:

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

2 C ONSULTING S ERVICES Copyright© 2015 Page 2 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

3 C ONSULTING S ERVICES Copyright© 2015 Page 3 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,  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, 2011).  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)

4 C ONSULTING S ERVICES Copyright© 2015 Page 4 Our Subject Today.. Making Real Sense of Strategy Execution “A Holistic Planning Toolkit” Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

5 C ONSULTING S ERVICES Copyright© 2015 Page 5 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Interact 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.

6 C ONSULTING S ERVICES Copyright© 2015 Page 6 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Take Away Today What do I expect you to Take Away Today? SYSTEMS  Understand and Clarify SYSTEMS ORGANIZATIONS  Know how to Study ORGANIZATIONS as systems! SYSTEMS THINKING MODEL  Understand SYSTEMS THINKING MODEL VARIOUS STRATEGIC PLANNING FRAMEWORKS  Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking STRATEGIC EXECUTION  Understand STRATEGIC EXECUTION PLANNING FOR EXECUTION  Know how to PLANNING FOR EXECUTION is a key for success HOLISTIC APPROACH  Understand the HOLISTIC APPROACH in strategic execution OPERATION PLANS FUTURE ACTIONS  Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS BUSINESS EXCELLENCE ARCHITECTUREMODEL  Learn the BUSINESS EXCELLENCE ARCHITECTURE MODEL Does anyone expect anything else?

7 C ONSULTING S ERVICES Copyright© 2015 Page 7 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit ORGANIZATIONS We speak today about ORGANIZATIONS..

8 C ONSULTING S ERVICES Copyright© 2015 Page 8 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit AN ORGANIZATION 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

9 C ONSULTING S ERVICES Copyright© 2015 Page 9 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit FOCUS What is the FOCUS? unit of people structured pursue collective goals “ A social unit of people that is structured and managed to meet a need or to pursue collective goals” - Business Dictionary.Com organized body of people particular purpose “ An organized body of people with a particular purpose, especially a business, society, association, etc” - Merriam-Webster Dictionary entity collective goal linked to an external environment “ An entity such as institution or association that has a collective goal and is linked to an external environment” - Wikipedia, the free encyclopedia

10 C ONSULTING S ERVICES Copyright© 2015 Page 10 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit FOCUS What is the FOCUS? unit of peopleunit of people organized body of people organized body of people Structured EntityStructured Entity particular purposeparticular purpose pursue collective goalspursue collective goals a collective goal a collective goal linked to an external environmentlinked to an external environment Goals People Structure External Environment Interaction Defined Unit

11 C ONSULTING S ERVICES Copyright© 2015 Page 11 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit “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 SYSTEM What is a SYSTEM?

12 C ONSULTING S ERVICES Copyright© 2015 Page 12 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit “Is a set of components that work together for the overall objective of the whole” - General Systems Theory, SYSTEM What is a SYSTEM?

13 C ONSULTING S ERVICES Copyright© 2015 Page 13 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit “Is a set of components that work together for the overall objective of the whole” - General Systems Theory, Ludwig Von Bertalanffy unity of science that encompassed all living things on earth 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. “There is nothing so practical as a good theory” -Jerry Harvey, G. Washington University Mgt. Professor SYSTEM What is a SYSTEM?

14 C ONSULTING S ERVICES Copyright© 2015 Page 14 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit FOCUS What is the FOCUS? Organizations! unit of peopleunit of people organized body of people organized body of people Structured EntityStructured Entity particular purposeparticular purpose pursue collective goalspursue collective goals a collective goal a collective goal linked to an external environmentlinked to an external environment Goals People Structure External Environment Interaction Defined Unit

15 C ONSULTING S ERVICES Copyright© 2015 Page 15 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit FOCUS What is the FOCUS? Open Systems! Objective Components Integration External Environment Input / Output System’s Boundary “Is a set of components that work together for the overall objective of the whole”

16 C ONSULTING S ERVICES Copyright© 2015 Page 16 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit FACT COINCIDENCE It is a FACT not a COINCIDENCE.. all fields of knowledge “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) Organizations are Living (Open) Systems Four Main Concepts of Living Systems On Earth (1)Seven Levels of Living/Open Systems, (2)The 12 Natural Laws of Living Systems on Earth, (3)The input-output A, B, C, D, E Systems Model, and (4)The Natural Cycles of Life (in living/open Systems)

17 C ONSULTING S ERVICES Copyright© 2015 Page 17 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Living / Open Systems 1. Seven Levels of Living / Open Systems.. Cells / Components Organs / Parts Individuals Teams / families Organizations / Communities Markets / Societies Global / Earth 3 levels of Systems In Organizations 6 Natural Levels of Organizational Competencies 1.Enhancing Self-Mastery 2.Building Interpersonal Relationships 3.Facilitating Empowered Teams 4.Collaborating Across Functions 5.Integrating Organizational Outcomes 6.Creating Strategic Alliances/Positioning Protect Planet

18 C ONSULTING S ERVICES Copyright© 2015 Page 18 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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 Holism- Overall boarder perspective () (ends, purpose-focused, synergy, transformational) Open Systems- Open to Environ. () (Implications are clear) Boundaries- Clarity of system () (integrated, collaborative, complementary) Input / Output- How systems work () (how natural systems operate “Backward Thinking”) Feedback- Feedback on Effectiveness () (feedback provided on effectiveness/root causes ) Multiple Outcomes- Goal seeking () (goal seeking at all levels) Part II: The Inner Workings Equifinality – Flexible & adaptive () (Flexible & adaptive) Entropy – Needs follow-up (Needs follow-up, inputs of energy, renewal) Hierarchy – Flatter organization (Flatter organization and self organizing (productive order emerges) Relationships-Related parts (Patterns, webs, interdependence, and leverage) Dynamic Equilibrium (Maintain stability and balance/culture, self-regulating) Internal Elaboration (Details and sophistication, clarity, and simplicity)

19 C ONSULTING S ERVICES Copyright© 2015 Page 19 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Motion GST on the Motion.. Concept 1 – 7 Levels of Living Systems + Concept 2 – 12 Natural laws of Living Systems General Systems Theory Concept 3 – System’s Thinking Approach™ + Concept 4 – Natural Life Cycles Theories© Apply General Systems Theory as a new orientation to life  “There is nothing so practical as a good theory”

20 C ONSULTING S ERVICES Copyright© 2015 Page 20 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Systems Thinking Model 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

21 C ONSULTING S ERVICES Copyright© 2015 Page 21 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Systems Thinking Model 3. A, B, C, D, E Systems Thinking Model.. A new way of thinking for business and life

22 C ONSULTING S ERVICES Copyright© 2015 Page 22 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Systems Thinking Model 3. A, B, C, D, E Systems Thinking Model.. A - Future B - Feedback C- Today D- System E- Environment Output part of the model looks out toward the future Where do we want to be? Feedback part of the model How will we know when we get there? Input component is today Where are we now? Throughput components are those things that can help us bridge the gap from Phase C to Phase A The ongoing scanning and review of the current and future environment What are the changes happening in our current & future environment? StepBrief DescriptionThe Questions How to get there?

23 C ONSULTING S ERVICES Copyright© 2015 Page 23 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Systems Thinking Model 3. A, B, C, D, E Systems Thinking Model.. Parts/activity focused Closed Fragmented/separate Analytic/narrow- minded Reserved/no feedback To use this model effectively, you have to move your thinking away from piecemeal to systems. Artificial, either/or thinker Holistically Open Integrated / collaborative Input/Output Feedback Multiple outcomes Think Think Think Think Think Think Law  Law Law  Law Law  Law Law  Law Law  Law Law  Law

24 C ONSULTING S ERVICES Copyright© 2015 Page 24 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Cycles of Life 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. 13%The efforts in changing the content (above the surface) represent Only 13% of the needed efforts. 87%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

25 C ONSULTING S ERVICES Copyright© 2015 Page 25 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Cycles of Life 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

26 C ONSULTING S ERVICES Copyright© 2015 Page 26 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Take Away Follow up.. SYSTEMS  Understand and Clarify SYSTEMS ORGANIZATIONS  Know how to Study ORGANIZATIONS as systems! SYSTEMS THINKING MODEL  Understand SYSTEMS THINKING MODEL VARIOUS STRATEGIC PLANNING FRAMEWORKS  Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking STRATEGIC EXECUTION  Understand STRATEGIC EXECUTION PLANNING FOR EXECUTION  Know how to PLANNING FOR EXECUTION is a key for success HOLISTIC APPROACH  Understand the HOLISTIC APPROACH in strategic execution OPERATION PLANS FUTURE ACTIONS  Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS  Learn the Business Excellence Model Architecture

27 C ONSULTING S ERVICES Copyright© 2015 Page 27 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Strategic Planning & Management Rubric (by ASP)

28 C ONSULTING S ERVICES Copyright© 2015 Page 28 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

29 C ONSULTING S ERVICES Copyright© 2015 Page 29  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 Planning Best Practices Attributes (As Approved By ASP)

30 C ONSULTING S ERVICES Copyright© 2015 Page 30 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

31 C ONSULTING S ERVICES Copyright© 2015 Page 31 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Strategic Management Frameworks 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.

32 C ONSULTING S ERVICES Copyright© 2015 Page 32 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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 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. Strategic Management Frameworks Some Strategic Management Frameworks

33 C ONSULTING S ERVICES Copyright© 2015 Page 33 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 5 Building Blocks Strategy Execution..5 Building Blocks 1,2& Nine Steps to Success™ Framework

34 C ONSULTING S ERVICES Copyright© 2015 Page 34 5 Building Blocks Strategy Execution..5 Building Blocks Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 3 1& Ten Steps to Strategic Management™

35 C ONSULTING S ERVICES Copyright© 2015 Page 35 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) Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 5 Building Blocks Strategic Management..5 Building Blocks Goal # 1

36 C ONSULTING S ERVICES Copyright© 2015 Page 36 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 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 5 Building Blocks Strategic Management..5 Building Blocks Goal # 2 Goal # 3

37 C ONSULTING S ERVICES Copyright© 2015 Page 37 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Goal # 2 Roll-out, Implement- -ation & Change Goal # 3 Sustain high performance over the long term Goal # 1 Develop Strategic & Annual Plans Documents 3 Goals Integrated Strategic Management..3 Goals Integrated Plan-to-Implement Yearly Review & Update Feedback & Updates

38 C ONSULTING S ERVICES Copyright© 2015 Page 38 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 3 Goals Integrated Strategic Management..3 Goals Integrated Key to Success

39 C ONSULTING S ERVICES Copyright© 2015 Page 39 Strategic Plans Fail 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

40 C ONSULTING S ERVICES Copyright© 2015 Page 40 Strategic Plans Fail 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” Making Real Sense of Strategy Execution- A Holistic Planning Toolkit “If one link is broken, the entire chain is broken”. —Yiddish Proverb

41 C ONSULTING S ERVICES Copyright© 2015 Page 41 The Execution Paramount 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

42 C ONSULTING S ERVICES Copyright© 2015 Page 42 The Execution Paramount 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

43 C ONSULTING S ERVICES Copyright© 2015 Page 43 Strategic Business Redesign 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 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Not Job’s Org. Chart

44 C ONSULTING S ERVICES Copyright© 2015 Page 44 Strategic Business Redesign PLTI Toolkit..Strategic Business Redesign Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

45 C ONSULTING S ERVICES Copyright© 2015 Page 45 Strategic Business Redesign PLTI Toolkit..Strategic Business Redesign Making Real Sense of Strategy Execution- A Holistic Planning Toolkit EXAMPLE ONLY

46 C ONSULTING S ERVICES Copyright© 2015 Page 46 Strategic Structures and Sub- structures with yearly meetings schedules PLTI Toolkit.. Strategic Structures and Sub- structures with yearly meetings schedules Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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

47 C ONSULTING S ERVICES Copyright© 2015 Page 47 Strategic Structures and Sub- structures with yearly meetings schedules PLTI Toolkit.. Strategic Structures and Sub- structures with yearly meetings schedules Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Board/Chief Executive Strategic Mgt. Office (SMO) Leadership Team (Leaders) ExecutiveCommittee Change Leadership Team (CLT) 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 Technology SC (TSC) Strategies Sponsor (SST) Strategic Comm. (SCT) Employee Dev. (EDC) Env. Scanning (SKEPTIC) Measuring & Bench. (MBT) For computers, telecommunication, HW/SW fit and integration Ensure System-Wide coordination around information and data Management. For Each Core Strategy/Objective and/or major change effort Ensure achievement of each one, including leadership of change 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 Command the execution and all teams effectiveness Career/Succession, core competencies, performance mgt. Align culture to vision and values Rewards & recognition Ensure accountability and responsibility Strategic Mgt. People Collecting data based on SKEPTIC Prepare & update risk mgt. register Scenario Planning Awareness of changes in the external environ. Key Success Measures reporting & updating Benchmarking research Competition watch Customer focus in all functions Simplifying processes Leadership Main Structures Sub Structures Strategic Results

48 C ONSULTING S ERVICES Copyright© 2015 Page 48 Strategic Structures and Sub- structures with yearly meetings schedules PLTI Toolkit.. Strategic Structures and Sub- structures with yearly meetings schedules Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Main Subject FrequencyTitlesNames Team / Committee P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..Monthly……..…….Leaders P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..Weekly……..…….Executive P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..Monthly……..…….SMO P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..Monthly……..…….CLT …. ……. …. ……. …. ……. …. ……. …. ……. …. ……. Organizational Yearly Meetings Schedule

49 C ONSULTING S ERVICES Copyright© 2015 Page 49 Strategic Structures and Sub- structures with yearly meetings schedules PLTI Toolkit.. Strategic Structures and Sub- structures with yearly meetings schedules Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Main Subject Frequency Team / Committee P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..MonthlyLeaders …. P D T P D T P D T P D T P D T P D T P D T P D T ………..WeeklyExecutive P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..MonthlySMO P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T P D T ………..MonthlyCLT ….. ….…….QuarterlyEDC …. ……. …. ……. Individual e.g. CEO (Name) Yearly Meetings Schedule 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

50 C ONSULTING S ERVICES Copyright© 2015 Page 50 Strategic research / Customers Intelligence and analysis PLTI Toolkit.. Strategic research / Customers Intelligence and analysis Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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..

51 C ONSULTING S ERVICES Copyright© 2015 Page 51 Strategic research / Customers Intelligence and analysis PLTI Toolkit.. Strategic research / Customers Intelligence and analysis Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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? raise you rating?  Then give a window (empty space) for any suggestion. Don’t assume, Ask & learn 54321Index EnjoyingSatisfiedNeutralDissatisfiedOffendedRating Choice

52 C ONSULTING S ERVICES Copyright© 2015 Page 52 Key Success Measures Identified PLTI Toolkit.. Key Success Measures Identified Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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 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..

53 C ONSULTING S ERVICES Copyright© 2015 Page 53 Key Success Measures Identified PLTI Toolkit.. Key Success Measures Identified Making Real Sense of Strategy Execution- A Holistic Planning Toolkit # KSM Areas (Headers) with Specific Measures BaselineIntermediate Targets Ultimate Target KSM Accountability By 2017 AFinancial Viability A1Return On Equity (%) 8%14%20%25% CFO A2Total Revenue/Income (SAR) 40M50M70M95M100M COO A3Net Profit Margin (%) 4%11%20%25% CFO A4Comm. Annual Growth (%) 40M25%32%33%36% CFO BCustomers satisfaction B1G. Satisfaction Index (%) 50%70%80%95% COO B2Customer Engagement Ratio TBM40%60%80%85% COO B3Net Promoter Score NPS TBM25%30%35%95% COO CEmployee Satisfaction C1Employees Satisfaction Index 2.6/53.5/54/54.5/5 CAO C2Employee Engagement Ratio TBM55%70%85% CAO DProduct/Service Development D1Products & Services Portfolio CEO D2Avg. Product Gross Margin % 30%32%33%35% CEO EOperations/Processes Improvement E1No. Of own Operated Branches COO/CEO E3% Automated Processes 50%70%80%95%100% CIO E4Budget Matching Spending TBM80%90% 95% CFO EXAMPLE ONLY

54 C ONSULTING S ERVICES Copyright© 2015 Page 54 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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 individuals towards Change Change doesn’t happen, we have to change..

55 C ONSULTING S ERVICES Copyright© 2015 Page 55 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Communication Leaders Plans & Sponsorship Coaching & Guiding Resistance Mgt. Training Awareness Desire Knowledge Ability Reinforcement What to do? What we want to achieve? The Outcome we want to achieve in Change Best Practice Change Actions by Experts Change Building Blocks Change Activities “90% of Change Efforts Fail because of lack of awareness” - Prosci Change Management Institute - Understand Change FIRST & Define Change Goals/KSMs -

56 C ONSULTING S ERVICES Copyright© 2015 Page 56 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan 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 Knowledge & Ability Reinforcement Awareness Desire Knowl-edge Ability Reinfor-cement Change for One Person Change for 5 persons Change for 20 Persons Change for 1000 persons The magnitude of needed change is the sum of change of all individuals within an organization

57 C ONSULTING S ERVICES Copyright© 2015 Page 57 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan 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

58 C ONSULTING S ERVICES Copyright© 2015 Page 58 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan 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 Reduce Resistance Improve Comm. & Info Sharing Improve Systems & Tools Improve Effectiveness & Readiness

59 C ONSULTING S ERVICES Copyright© 2015 Page 59 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan Making Real Sense of Strategy Execution- A Holistic Planning Toolkit - Develop Change Strategies - “Document Change Strategies & Performance Measures” AuditorAccountableWeightMeasureDescription Change Strategy Change Perspective Board CEO 30% 40% 30% 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

60 C ONSULTING S ERVICES Copyright© 2015 Page 60 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan 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  NoHigher 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 Name:Position:Sig. : Scoring Results Month Target Threshold Actual

61 C ONSULTING S ERVICES Copyright© 2015 Page 61 Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan 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

62 C ONSULTING S ERVICES Copyright© 2015 Page 62 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Change Management Yearly Plan PLTI Toolkit.. Change Management Yearly Plan Change Performance Management Change Performance LeadershipSkills & Abilities ProcessesOrg. Capacity

63 C ONSULTING S ERVICES Copyright© 2015 Page 63 Identify Core & Leadership Competencies.. PLTI Toolkit.. Identify Core & Leadership Competencies.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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..

64 C ONSULTING S ERVICES Copyright© 2015 Page 64 Identify Core & Leadership Competencies.. PLTI Toolkit.. Identify Core & Leadership Competencies.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit What are Competencies and their Applications in People’s Management? Hidden, difficult to identify and manage Visible, surface, easy to identify and manage “Competencies are the underlying characteristics of an individual which is usually related to effective or superior performance in a job” Org. Success Circle 6 Major Competencies Recruitment & Selection Learning & Achievement Performance Mgt. Career Development Succession Management Rewards & Compensation HR Planning Self-concept, Traits, Motive Knowledge, Skill & Attitude

65 C ONSULTING S ERVICES Copyright© 2015 Page 65 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Identify Core & Leadership Competencies.. PLTI Toolkit.. Identify Core & Leadership Competencies.. Basic Competency Profile Architecture Competency People Mgt. Process Core / Common Competencies Leadership Competencies Translate Vision & Core Values into behavioral based actions & attitude - HRSG, Canada Keep educating the organization on competencies and Measuring Core Values based on Competencies. - HRSG, Canada  Coaching  On the Job Training (OJT)  Action Learning  Peer Learning  Team Learning  Online Learning  Apprenticeship  Informal or Independent Learning

66 C ONSULTING S ERVICES Copyright© 2015 Page 66 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Identify Core & Leadership Competencies.. PLTI Toolkit.. Identify Core & Leadership Competencies.. Proficiency Scale Behavioral Indicator Common Competency Example: Client Focus 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..

67 C ONSULTING S ERVICES Copyright© 2015 Page 67 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 ) Identify Core & Leadership Competencies.. PLTI Toolkit.. Identify Core & Leadership Competencies.. CORE COMPETENCIES Achievement Orientation Client FocusInitiativeTeamwork 3333 CompetencyProficiency JOB SPECIFIC - TECHNICAL COMPETENCIES Project Management Using Information Technology Information Management CompetencyProficiency JOB SPECIFIC - BEHAVIORIAL COMPETENCIES Adaptability Analytical Thinking Critical Judgment Problem Solving CompetencyProficiency Required Effectiveness Level Example Profile: Programmer Analyst

68 C ONSULTING S ERVICES Copyright© 2015 Page 68 Design Strategic Reward & Appraisal System.. PLTI Toolkit.. Design Strategic Reward & Appraisal System.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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)

69 C ONSULTING S ERVICES Copyright© 2015 Page 69 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 Design Strategic Reward & Appraisal System.. PLTI Toolkit.. Design Strategic Reward & Appraisal System..

70 C ONSULTING S ERVICES Copyright© 2015 Page 70 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Design Strategic Reward & Appraisal System.. PLTI Toolkit.. Design Strategic Reward & Appraisal System.. Appraisal basis:  Job performance  Attitude  Development & Growth

71 C ONSULTING S ERVICES Copyright© 2015 Page 71 Brand Redesign PLTI Toolkit.. Brand Redesign Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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

72 C ONSULTING S ERVICES Copyright© 2015 Page 72 Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget Making Real Sense of Strategy Execution- A Holistic Planning Toolkit 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

73 C ONSULTING S ERVICES Copyright© 2015 Page 73 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget First Level Organization Strategy Department 1 Strategic Objectives Department 2 Strategic Objectives Department 3 Strategic Objectives Performance Measures Financial Customers Internal Processes Org. Capacity Financial Customers Internal Processes Org. Capacity Second Level Units / Depts. Strategy

74 C ONSULTING S ERVICES Copyright© 2015 Page 74 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget Manager/ Supervisor 1 Strategic Activities / Tasks Performance Measures Financial Customers Internal Processes Org. Capacity Financial Customers Internal Processes Org. Capacity Second Level Units / Depts. Strategy Third Level Managers/Super visors Tasks & Activities Manager/ Supervisor 2 Strategic Activities / Tasks Manager/ Supervisor 3 Strategic Activities / Tasks

75 C ONSULTING S ERVICES Copyright© 2015 Page 75 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit “Core Strategies/Objectives & Performance Measures” -Example Only- AuditorAccountableWeightP. MeasureDescription 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% 20% 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 Etc.. O2- Increase Customer base Customers & Stakeholders In the 1 st year or remaining of current year try to make it on Level 1 On the 2 nd year it should include units/departments and possible 3 rd 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 Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget

76 C ONSULTING S ERVICES Copyright© 2015 Page 76 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  NoHigher 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 ManagerSig.: Verification Name:Position: CFOSig. : Scoring Results Month Target Threshold Actual Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget

77 C ONSULTING S ERVICES Copyright© 2015 Page 77 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget “Operations & Activities” -Example Only- Sales Department- Required Budget Expected Risks OutputsInputsDescription 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 1,075,25 0 POS breakdowns Shortage of products wrong customer handling Achieve Sales Targets 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

78 C ONSULTING S ERVICES Copyright© 2015 Page 78 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget “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 communicati on 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 etc 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

79 C ONSULTING S ERVICES Copyright© 2015 Page 79 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Yearly Organization/Units Operational Plans & Strategic Budget PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget “Strategic Financial Budget” -Example Only- All Departments- Other DetailsRelated Budget InstrumentSourceCategory 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’) Excel sheets presentation Include all strategic parts Full OPEX planning on monthly distribution Operating Income Sheet (EBITDA) OPEX Distribution on G&A, S&M, and R&D Operations planningOperation Expenses (OPEX) Excel sheets presentation Include all strategic parts Earnings / Deductions / Finance Costs Income TAX NET INCOME Sheet All the aboveNet Profits Proforma Balanced SheetAll the aboveProforma 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 2 nd year inwards

80 C ONSULTING S ERVICES Copyright© 2015 Page 80 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Take Away Follow up.. SYSTEMS  Understand and Clarify SYSTEMS ORGANIZATIONS  Know how to Study ORGANIZATIONS as systems! SYSTEMS THINKING MODEL  Understand SYSTEMS THINKING MODEL VARIOUS STRATEGIC PLANNING FRAMEWORKS  Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Strategic execution  Understand Strategic execution PLANNING FOR EXECUTION  Know how to PLANNING FOR EXECUTION is a key for success HOLISTIC APPROACH  Understand the HOLISTIC APPROACH in strategic execution OPERATION PLANS FUTURE ACTIONS  Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS  Learn the Business Excellence Model Architecture

81 C ONSULTING S ERVICES Copyright© 2015 Page 81 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 Systems Thinking Approach to build the business to deliver organization’s competitive advantage (Customer Value-Add) Structures Processes Content The Ice Berg of Change

82 C ONSULTING S ERVICES Copyright© 2015 Page 82 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 The Business Excellence Architecture Model

83 C ONSULTING S ERVICES Copyright© 2015 Page 83 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #1 Building a culture of Performance Excellence 1.A culture of innovation and creativity. 2.Language, thought processes, and practical tools of Systems Thinking. 3.Fact-based decision-making with good information and analysis. 4.A set of core values that create this desired culture.

84 C ONSULTING S ERVICES Copyright© 2015 Page 84 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #2 Reinventing Strategic Planning into Strategic Management 1.Vision and positioning shared throughout the organization. 2.Key Success Measures and Core Strategies as the framework for department goals. 3.Business plans for SBUs/MPAs/MFAs. 4.Strategic annual action priorities and work plans. 5.Strategic budget and financial systems to allocate resources. “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

85 C ONSULTING S ERVICES Copyright© 2015 Page 85 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #3 Leading Strategic Change & Innovation 1.Setting up specific change management structures. 2.Involves people and their social/emotional attunement through understanding and managing the Rollercoaster of Change™. 3.Communication and reinforcement plans. 4.Individuals change emphasis vs. organizational change. 5.Horizontal cooperation and collaboration to serve the customer, not a vertical hierarchy/bureaucracy. 6.Essential Team work & Innovation Teams.

86 C ONSULTING S ERVICES Copyright© 2015 Page 86 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #4 Creating the People Edge 1.Soft people and support elements strategically “in tune” to achieve ongoing World Class Star results. 2.Strategic people/HR management practices and the system of people management. 3.Create “The People Edge”. 4.Attracting, hiring, motivating, developing, empowering, rewarding, and retaining all crucial staff.

87 C ONSULTING S ERVICES Copyright© 2015 Page 87 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #5 Achieving Leadership Excellence 1.Enhancing Self-Mastery 2.Building Interpersonal Relationships 3.Facilitating Empowered Teams 4.Collaborating Across Functions 5.Integrating Organizational Outcomes 6.Creating Strategic Alliances.

88 C ONSULTING S ERVICES Copyright© 2015 Page 88 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit #5 Achieving Leadership Excellence Leadership Success Circle The Business Excellence Architecture Model

89 C ONSULTING S ERVICES Copyright© 2015 Page 89 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”

90 C ONSULTING S ERVICES Copyright© 2015 Page 90 Making Real Sense of Strategy Execution- A Holistic Planning ToolkitCreating Customer Value - A Holistic Model To Excellence The Business Excellence Architecture Model #5 Achieving Leadership Excellence

91 C ONSULTING S ERVICES Copyright© 2015 Page 91 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #6 Becoming Customer Focused 1.Strategic marketing, sales planning, and implementation. 2.Choices and customization controlled by the customer. 3.Quality products and services delivered through quality concepts (Deming, Juran, Crosby, Six Sigma, etc.). 4.High quality customer service (legendary, raving fans, etc.). 5.The total cost of doing business with you is what it costs the customer – keep it low and fair.

92 C ONSULTING S ERVICES Copyright© 2015 Page 92 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model #7 Aligning Delivery Required results must be delivered through operational, value-added Supply Chain Management (supplier – employee – customer) including: 1.Process improvement – including the “continuous improvement” (or Kaizen) concept. 2.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. 3.Simplicity increased and waste/bureaucracy eliminated. 4.On time delivery, convenience, speed, and customer responsiveness.

93 C ONSULTING S ERVICES Copyright© 2015 Page 93 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit The Business Excellence Architecture Model 1.Results: Measuring the Quadruple Bottom Line: (1) not just customers, (2) but employees, (3) shareholders, and (4) community/society goals. 2.Setting metrics in Module 2 for all four bottom lines will let you know if you’ve achieved these four bottom lines. 3.Feedback and data must be used in systematic problem solving and decision making, in discovering our hidden assumptions about behaviors and performance. 4.Feedback is also essential in daily reflection and education, and in constant reinforcement of the desired change. Feedback is the breakfast of champions!

94 C ONSULTING S ERVICES Copyright© 2015 Page 94 References.. Creating Customer Value - A Holistic Model To Excellence Stephen G. Haines (2004), Leading Enterprise-wide change: The Systems Thinking Approach to Business Excellence & Superior results, 6 nd Edition, San Diego, California, The Systems Thinking Press.Stephen G. Haines (2004), Leading Enterprise-wide change: The Systems Thinking Approach to Business Excellence & Superior results, 6 nd 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, 2 nd 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, 2 nd Edition, San Diego, California, The Systems Thinking Press. Stephen G. Haines (2010), Strategic Thinking Handbook #2: Top 10 Tools for Strategic Thinking, 4 th Edition, San Diego, California, The Systems Thinking Press.Stephen G. Haines (2010), Strategic Thinking Handbook #2: Top 10 Tools for Strategic Thinking, 4 th 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. 2 nd Edition, San Diego, California, The Systems Thinking PressStephen G. Haines (2004), Pearls of Wisdom, The Systems Thinking Approach, facilitation tools, tips, and Techniques for Group leaders. 2 nd Edition, San Diego, California, The Systems Thinking Press Peter M. Senge, (1990), The fifth Discipline, The Art of Practice & Learning Organizations, 2 nd Edition, Currency Doubeady.Peter M. Senge, (1990), The fifth Discipline, The Art of Practice & Learning Organizations, 2 nd Edition, Currency Doubeady. H. Rohm, D. Wilsey, G. Perry & D. Montgomery (2013), The Institute way, Simplify Strategic Planning & Management with the Balanced Scorecard, 1 st Edition, Cary, North Carolina, The Institute’s Press.H. Rohm, D. Wilsey, G. Perry & D. Montgomery (2013), The Institute way, Simplify Strategic Planning & Management with the Balanced Scorecard, 1 st Edition, Cary, North Carolina, The Institute’s Press.

95 C ONSULTING S ERVICES Copyright© 2015 Page 95 Making Real Sense of Strategy Execution- A Holistic Planning Toolkit Take Away Follow up.. SYSTEMS  Understand and Clarify SYSTEMS ORGANIZATIONS  Know how to Study ORGANIZATIONS as systems! SYSTEMS THINKING MODEL  Understand SYSTEMS THINKING MODEL VARIOUS STRATEGIC PLANNING FRAMEWORKS  Understand how VARIOUS STRATEGIC PLANNING FRAMEWORKS are based on Systems Thinking Strategic execution  Understand Strategic execution PLANNING FOR EXECUTION  Know how to PLANNING FOR EXECUTION is a key for success HOLISTIC APPROACH  Understand the HOLISTIC APPROACH in strategic execution OPERATION PLANS FUTURE ACTIONS  Understand how to build OPERATION PLANS based on your strategic plan and include all FUTURE ACTIONS  BUSINESS EXCELLENCE ARCHITECTURE MODEL  Learn the BUSINESS EXCELLENCE ARCHITECTURE MODEL

96 C ONSULTING S ERVICES Copyright© 2015 Page 96 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.. Thank You


Download ppt "Making Real Sense of Strategy Execution “A Holistic Planning Toolkit” By: Husam A. Amara – B. Sc. Arch., M.Sc. Arch., MBA, DBA ASP 2015 Annual Conference."

Similar presentations


Ads by Google