Strategy Execution: The Missing Link

Strategy Execution

The Missing Link

Strategy is a commodity. Execution is an art.

‐ Peter Drucker

"Without strategy, execution is aimless. Without execution, strategy is useless." – Morris Chang, CEO of TSMC

What are some of the biggest challenges you have faced in executing your strategy?

Tips, tools and tactics for 

improving your execution

“At it’s essence, execution consists of a set of behaviors performed consistently over time.”

Six sources of influence that powerfully shape human behavior

Engage four or more sources and your odds of success increase 10X!

How do you move a boulder?

“If you want to move that boulder, you’re going to need a longer lever.”

Structure

A Picture is Worth a Thousand Words . . .

IN CASE YOU WERE WONDERING, THIS IS NOT A PICTURE . . .

Drive new total contract value (TCV) of _____ from ____ new clients and deliver EBITDA of ____ of revenue while scaling

the business for sustainable growth and expansion

Sample One Page Strategic Planning Document

Become the global leader in ________ that continuously optimizes the best for our people, our planet and our profit

Strategic Intent 20XX Strategic Objective

5 Key Strategies

Aligned Strategic Initiatives

Capitalize on a High Performance Team and

Culture to drive innovation and exceed strategic

imperatives

Optimize our customer-centric Product Discipline to drive market leadership, customer satisfaction, and

profitability

Leverage our Unique _______ Value

Proposition to deliver our brand promise of ______

Maximize Strategic ClientAcquisition opportunities

within targeted verticals and regions to drive accelerated

growth

• Executive Team• Performance Management• Learning Organization

• Build vs. Buy• Industry-Specific• Product Strategy• Product Roadmap

• Thought Leadership• Rebates and Incentives• Market Research

• Manufacturing• Logistics• Deployment / Consulting• Account Management

• TCV achievement• Direct Sales• Channels / VARs

High Performance Team and Culture

Product Management Discipline

Unique Value Proposition

Scalable Operational Processes

Strategic Client Acquisition

Exploit Scalable Operational Processes to

increase margins and ensure effectiveness and

efficiency

Regular Meeting Cadence

“Never begin a meeting without an agenda.”

“Never conclude a meeting without asking, who, does what, by when, and how we will follow up.”

Scale the structure based on the size of your organization.

OKRs (Objectives & Key Results) – born 

at Intel, made famous by Google

Establish a Regular Goal 

Setting Rhythm

Annual, Quarterly, Monthly?

“3.5X More Likely to be in 

the Top Quartile of 

their Industry.”

What factors should you consider in setting your cadence?

Look beyond the executive management level

Bottoms Up & Cross                     Functional Approach to Goals

How do we create clear linkages between my job and the company goals?

Software Tools Can Help

“The broader the base of participation in its creation, the more likely you'll see follow through in its execution.”

“If they don't weigh in, then they won't buy in.”

– Pat Lencioni

Meet Dana Born

Context is Key

Why is this product redesign such a big deal?

Why is attracting and retaining top talent such a big deal?

Relentlessly ask this question: “What is our most important priority?”

1.  START WITH THE BASICS

– How Long In Role– Successes – Challenges– Next Positions and When– Strategic Needs/Wants

– What Messages/Coaching Should They be Getting?

CHARACTERISTICS Of SUCCESSFUL PROGRAMS

• Simple• Focused on performance and potential• Involves all leaders in the organization• Includes employee input• Driven by the top leadership• Owned by the line• Supported by the HR group

2.  PERFORMANCE AND POTENTIAL

• The measure of a true leader is certainly not their list of achievements; their true leadership legacy will be in their ability to grow, develop, & nurture future leaders that would follow them in times of crisis and behave in a way that is similar to the leader that taught them.

• You impact and change many people’s lives• Believe it or not, they want to be you

PERFORMANCE

• Degree to which an individual meets pre-set work expectations

1 = Below expectations

2 = Meets expectations

3 = Exceeds expectations

POTENTIAL

• Ability to change, adapt and learn based on experiences

1 = Is not open to feedback; does not learn from past experiences; is not focused on own development; reacts in similar fashion in all situations.

2 = Is open to feedback; can learn from past experiences; focuses on development of self, but tends to be more reactive than proactive; shows some ability to adapt to the situation or moment.

POTENTIAL

• Ability to change, adapt and learn based on experiences

3 = Seeks out constructive feedback and adjusts behavior based on this feedback; can learn in the moment as well as from past experience; anticipates future changes and is proactive in dealing with them; focuses on self-development and fosters growth in others.

TECH EXPERT KEY PERFORMER SUPERSTARS

DANGER ZONE SOLID CONTRIBUTOR

MOVERS & SHAKERS

MOMENT OF TRUTH

UNDER PERFORMER

MISMATCH DEVELOPING

3. INTERNAL COACHING & MENTORING

• Goal Setting - agenda/monthly/yearly

• Listening • Communication (give/receive Feedback)

• Tracking Progress • Follow Through

Role-Model – Do not put too much pressure on self

Cannot be all things to all people at all times

COACHING DO’S and DON’TS

Do:

• Clear Goals• Provide Feedback not Feed‐Around• Enthusiasm and Optimism• Clear Performance Expectations• Provide Recognition (by knowing them)• Solicit Feedback from Protégé

COACHING DO’S and DON’TS

Don't: 

• Label People – A’s and B’s• Punish for Mistakes• Miss Opportunity to Learn• Dwell on Past Failure • Not Coach Owners/Top‐level Executives• Allow Disinterested to Skip Coaching

4.  STRUCTURED DEVELOPMENTAL COACHING

• Content – What will meeting look/feel like• Structure – What is agenda• Frequency – What can you commit to• Location ‐ Neutral• Timing – Squeaky Wheel does NOT get the grease

• 3 positives for every negative

DEVELOPMENTAL SUCCESSION PLANS

• SMART GOALS• MEASURES• ACTIONS – Small leads to success• SUPPORT PEOPLE• HOW CAN ORGANIZATION SUPPORT YOU

Let’s Connect

Dan Griffiths is the Director of Advisory Services at Tanner, a CPA firm based in Salt Lake City. He provides strategic and business planning, business coaching, and leadership development. Contact Dan at: dgriffiths@tannerco.comOr connect with him on LinkedIn: www.linkedin.com/in/dangriffithscpa