• The Strategy Network is an open network for professionals with interest and knowledge in strategy • We meet around three times a year in order to share best practice and exchange knowledge around strategy • More than 50 top companies in South Africa have joined • No commitment, no fees. Confirmation of attendance is sufficient (Subject to availability) Both free and priceless at the same time
The challenge of executing strategy requires both developing the right strategy execution tools and implementing the right strategy execution processes.
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• The Strategy Network is an open network for professionals with interest and knowledge in strategy
• We meet around three times a year in order to share best practice and exchange knowledge around strategy
• More than 50 top companies in South Africa have joined
• No commitment, no fees. Confirmation of attendance is sufficient (Subject to availability)
OVERCOMING THE CHALLENGE OF EXECUTING THE STRATEGY IN THE DAY TO DAY
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1. Introduction to SMIT Amandla Marine
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In summary
INDEX
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Market leader for specialist marine solutions in Southern Africa
− Established operations in South Africa and Mozambique, with projects region-wide
Delivering solutions for marine offshore requirements in the oil, gas and mining sectors and for inshore port and marine services, as well as vessel management
12% Employee Ownership
650 employees - leading employer of South African seafarers
OUR COMPANY
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“DOING THE SAME THING OVER AND OVER AGAIN BUT EXPECTING DIFFERENT
RESULTS”
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3 KEY PRIORITIES
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LOOKING INTO THE FUTURE
Maintain current business in South Africa Grow new business in South Africa and
Mozambique Strengthen and prepare the company for the
future
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PURSUING A BALANCED APPROACH
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1. Introduction to SMIT Amandla Marine
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In Summary
INDEX
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STRATEGY MAP
Spending time on defining the right things
Map defines clearly what you want to achieve
Separation of strategic inputs and strategic outcomes
Successful execution turns on the accuracy of the strategy map
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MEASUREMENT IS KEY
57 strategic measures defined
80% are things we had not measured before
Critical to ensuring we are making the right decisions at the right times
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23 strategic initiatives defined
Driven by senior managers and second level managers
Focus on introducing best practice and facilitating strategic alignment – “doing things differently in order to bring about change”
Each initiative has:
− An initiative plan that is clear on scope, participants, deliverables and milestones
− A budget
− A sponsor and a manager
− A defined team
Execution of strategy takes place through initiatives
INITIATIVES: WHERE IT ALL HAPPENS
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Personal scorecard development
Alignment with measures in strategy scorecard
Important organisation wide – however, key is Senior and 2nd Level Management
Clear line of sight to strategy execution
INDIVIDUAL ALIGNMENT
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1. Introduction to SMIT
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In summary
INDEX
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Defining, introducing, supporting and maintaining monitoring mechanisms
− Monitoring of measures
− Strategy Review Meetings
− Initiative Review Meetings
Allocating clear accountability
Entrenching processes so that they become a habit – consistent repetition
Getting the ‘right’ things on the map and in the scorecard, and focusing on executing
the ‘right’ initiatives is key – and where we have had the most ROI ito consultant
support
CRITICAL STEPS
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MONITORING OF MEASURES & STRATEGY REVIEW
Gathering measure data
Commenting on measures and objectives
Setting an agenda
Facilitating meetings
Making decisions
Committing to action
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INITIATIVE REVIEW Management of Initiatives is important – this is the effort driving the change
This requires the commitment and visibility of the MD or CEO, attending monthly meetings per initiative, focused on
• Short term progress and achievements• Short term deliverables• Team involvement• Support required
Share progress by developing a quarterly initiative progress report – keeping senior and second level management informed
Develop an ‘induction process’ for those sponsoring and managing initiatives
• Workshop what ‘success’ looks like• Define and explain what is expected from Initiative Managers• Agree performance measurement criteria• Train in basic project management
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INITIATIVES DRIVING CHANGE…
• Ignite energy flow within the organisation – people want to be part of them
• Involve conversation and consultation
• Facilitate collaboration
• Driven with energy and enthusiasm
• Involve doing things differently
• Involve 2nd Level Managers in the consultations
• S-T-R-E-T-C-H: those involved feel the burn
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SUPPORTING CHANGE
• Daily record keeping of allocation of time
introduced at Senior Management Level
• Link to strategy scorecard through an
objective
• Link to personal scorecard ito time dedicated
to strategy execution
• Monthly reporting to the team wrt
performance against set targets
• Closes the loop wrt execution of initiatives
• Reinforces time devoted to 2nd level
empowerment
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SUPPORTING CHANGE
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1. Introduction to SMIT
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In Summary
INDEX
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“ORGANISATIONS DON’T CHANGE.
PEOPLE CHANGE.”
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CHANGE MANAGEMENT
• Managing energy: yours and the team
• Being aware of the ‘critical mass’ dynamic – and managing
proactively
• Identifying, pursuing “quick wins”
• Celebrating milestones – even though the journey continues
• Motivation that go beyond measurement and monitoring
• Connecting the dots – systems thinking
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1. Introduction to SMIT
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In Summary
INDEX
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COMMUNICATING THE STRATEGY
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ROADSHOW
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COMMUNICATING THE STRATEGY
• Presenting vs Engaging• Involving and encouraging participation• Evoking accountability for action
• Facilitating leadership visibility• Equipping Senior Managers to engage with all levels of the business• Maintaining the increased communication levels
• Channels for dealing with ‘housekeeping issues’• Feedback mechanisms• Identification of key themes• Follow up actions
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1. Introduction to SMIT
2. The Science of Strategy Execution
Tools
Processes
3. The Art of Strategy Execution
Change Management
Communicating the Strategy
4. In Summary
INDEX
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IN SUMMARY
• Spend time on defining what you are going to do differently and how
• Put the right tools in place to reinforce change – and then use them
• Leadership and involvement of the MD / CEO is key
• Achieve balance between the science and the art required to gain
momentum
• Release the energy of the organisation and open employee
engagement channels
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WHAT I HAVE LEARNT
• Expect the unexpected
• Strong, visible, confident leadership is not a choice
• Constant “recalculating” is key to ensure we reach our destination
• People’s capacity to embrace change often exceeds their own
expectations
• Setbacks are healthy – the comebacks are often worth it