- Главная
- Разное
- Дизайн
- Бизнес и предпринимательство
- Аналитика
- Образование
- Развлечения
- Красота и здоровье
- Финансы
- Государство
- Путешествия
- Спорт
- Недвижимость
- Армия
- Графика
- Культурология
- Еда и кулинария
- Лингвистика
- Английский язык
- Астрономия
- Алгебра
- Биология
- География
- Детские презентации
- Информатика
- История
- Литература
- Маркетинг
- Математика
- Медицина
- Менеджмент
- Музыка
- МХК
- Немецкий язык
- ОБЖ
- Обществознание
- Окружающий мир
- Педагогика
- Русский язык
- Технология
- Физика
- Философия
- Химия
- Шаблоны, картинки для презентаций
- Экология
- Экономика
- Юриспруденция
Lost in Translation:The Missing Link in Strategy Execution презентация
Содержание
- 1. Lost in Translation:The Missing Link in Strategy Execution
- 2. Today’s Moderator @AndyWebcast Andrew Bateman
- 3. THANK YOU www.insight-experience.com
- 4. For a PDF copy of the
- 5. This presentation contains polls, to participate
- 6. Today’s Guest Speakers Nick
- 7. Lost in Translation: The Missing Link
- 8. Learn about a model to improve the
- 9. Insight Experience creates dynamic business simulation-based learning
- 10. We focus on four core leadership challenges
- 11. Our experience with strategy execution 1. We work
- 12. The problem with strategy execution “90% of
- 13. …and if you dig a little deeper….
- 14. The missing link: strategy translation
- 15. Strategy translation in action Strategic Direction Operating
- 16. Understand Let’s take a look at what
- 17. You get buy-in and commitment, everyone is
- 18. Cognitive (Business, Financial, Strategic) Two sets of interdependent leadership skills Interpersonal (Communication, Empathy, Accountability)
- 19. Cognitive (Know Levels of Strategy; Build Information
- 20. Understand the strategy As a
- 21. Seven out of ten employees are “unknowingly
- 22. Poll: If I asked 10 people
- 23. The source of confusion: strategy happens at different levels
- 24. Understanding strategy framework How do we WIN?
- 25. Understanding requires a strategic perspective Context shapes
- 26. Second step: Connect Cognitive (Framing; Break it down for your team) Interpersonal (Encourage team input)
- 27. Connect to the strategy As a leader
- 28. Poll: What are you seeing?
- 30. Framing: the leadership tool we use…
- 31. Framing an issue “I need to
- 32. Framing is a cognitive workout Tips for
- 33. Real work examples of framing
- 34. Breaking it down for your team
- 35. Third step: Align Cognitive (Break it down with your team) Interpersonal (Strategic communication)
- 36. Align to the strategy As
- 37. Clear communication is critical to alignment
- 38. Aligning the team: engage them in the process Align
- 39. Then, communicate, communicate, communicate Communicate Align
- 40. Stakeholders WHAT IS OUR STRATEGY? How
- 41. Strategy translation: the missing link Cognitive (Business, Financial, Strategic) Interpersonal (Communication, Empathy, Accountability)
- 42. Put strategy translation to work for you
- 43. Q&A
- 44. Questions? Nick Noyes Founding
- 45. THANK YOU www.hci.org & www.insight-experience.com
Today’s Moderator @AndyWebcast Andrew Bateman
Слайд 5
This presentation contains polls, to participate please use the polling widget
to the side of the player.
If you do not see this, please open a new tab in your browser and visit www.pollev.com/hciwebcasts
If you do not see this, please open a new tab in your browser and visit www.pollev.com/hciwebcasts
Слайд 6
Today’s Guest Speakers
Nick Noyes
Founding Partner
Insight Experience
Karen Powell
Director of Program Development &
Delivery
Insight Experience
Insight Experience
Слайд 7Lost in Translation: The Missing Link in Strategy Execution A webinar from
Insight Experience
Слайд 8Learn about a model to improve the effectiveness of strategy execution
Understand how other companies have put this approach and underlying skills into action;
Gain insight into ways to learn and apply the model and skills at your organization
Leave this webinar with some useful tools to help you in the future
Outcomes for today
Слайд 9Insight Experience creates dynamic business simulation-based learning experiences that connect leadership
to business results
We create group-based learning experiences at all levels of management
We work globally across all industries, with a focus on Fortune 1,000 clients
Team members have 20 years of experience in the simulation industry
We create group-based learning experiences at all levels of management
We work globally across all industries, with a focus on Fortune 1,000 clients
Team members have 20 years of experience in the simulation industry
About Insight Experience
Слайд 11Our experience with strategy execution
1. We work with organizations to develop their
leaders’ strategy execution skills
2. We observe leaders executing strategy
“real time” in simulation teams
2 lenses
Слайд 12The problem with strategy execution
“90% of well-formulated strategies fail due to
poor execution.”
– Harvard Business Review
“According to several surveys of top executives, only 19% of strategic plans achieve their objectives.”
– Harvard Business Review
“69% of surveyed leaders are not confident in their organization’s ability to execute strategy.”
– Minnesota Council for Quality
“61% of respondents acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation.”
– The Economist
– Harvard Business Review
“According to several surveys of top executives, only 19% of strategic plans achieve their objectives.”
– Harvard Business Review
“69% of surveyed leaders are not confident in their organization’s ability to execute strategy.”
– Minnesota Council for Quality
“61% of respondents acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation.”
– The Economist
Слайд 13…and if you dig a little deeper….
“Only 27% of a typical
organization’s employees have access to its strategic plan.
Many larger organizations don’t have a consistent way to even describe their strategy, other than in a large strategic planning binder.
60% of typical organizations do not link their strategic priorities to their budget.
92% of organizations do not report on lead performance indicators.”
– Harvard Business Review
Many larger organizations don’t have a consistent way to even describe their strategy, other than in a large strategic planning binder.
60% of typical organizations do not link their strategic priorities to their budget.
92% of organizations do not report on lead performance indicators.”
– Harvard Business Review
Слайд 15Strategy translation in action
Strategic
Direction
Operating Decision/ Translation Challenge
Reduce costs in the business
by centralizing to Centers of Excellence
Close a Call Center
Слайд 16Understand
Let’s take a look at what she did
Used market data and
asked questions to form an understanding of WHY centralization was important.
Understand
Connect
Align
Слайд 17You get buy-in and commitment, everyone is moving in the same
direction, everyone is working in the same direction
You develop momentum
You deliver results
More ownership and connection to the strategy; ability to control your own destiny
More accountability
Better transparency and robust dialog
More clear, consistent stories to share
People understand where they fit into the organization, and how they contribute to strategy
You develop momentum
You deliver results
More ownership and connection to the strategy; ability to control your own destiny
More accountability
Better transparency and robust dialog
More clear, consistent stories to share
People understand where they fit into the organization, and how they contribute to strategy
The impact of successful strategy translation
Слайд 18Cognitive (Business, Financial, Strategic)
Two sets of interdependent leadership skills
Interpersonal (Communication, Empathy,
Accountability)
Слайд 19Cognitive (Know Levels of Strategy; Build Information Sources)
First step: Understand
Interpersonal (Ask
Questions, Engage Senior Leaders)
Слайд 20Understand the strategy
As a leader you need to understand
the what
and why of the strategy
Strategy occurs at different levels in an organization
Leaders across the organization benefit from knowing which strategic decisions they need to understand, which they give input to, and which they make themselves
A concise set of questions is a useful tool for leaders to understand strategy
Leaders use cognitive and interpersonal skills to broaden their information sources and engage senior leaders
Strategy occurs at different levels in an organization
Leaders across the organization benefit from knowing which strategic decisions they need to understand, which they give input to, and which they make themselves
A concise set of questions is a useful tool for leaders to understand strategy
Leaders use cognitive and interpersonal skills to broaden their information sources and engage senior leaders
Understand
Слайд 21Seven out of ten employees are “unknowingly misaligned with your company’s
strategic direction.”
– Kotter International
– Kotter International
How low can it go?
“Only 14% of employees understand their
company’s strategy and direction.”
– Leaderchat.org
“Ten percent of employees understand
their company’s strategy.”
– Fortune Magazine
“95% of employees do not understand
their organization’s strategy.”
– Harvard Business Review
Слайд 22Poll:
If I asked 10 people in your organization to tell
me the strategy, how many different responses would I hear?
none
1-3
4-6
7 or more
none
1-3
4-6
7 or more
Слайд 24Understanding strategy framework
How do we
WIN?
What is our value proposition to customers?
How
do we compete?
How do we differentiate ourselves from the competition?
How do we make money?
What drives our margin?
How do we differentiate ourselves from the competition?
How do we make money?
What drives our margin?
Слайд 25Understanding requires a strategic perspective
Context shapes your understanding and is the
foundation for engagement and commitment from your team.
Слайд 26Second step: Connect
Cognitive (Framing; Break it down for your team)
Interpersonal (Encourage
team input)
Слайд 27Connect to the strategy
As a leader you need to connect the
work
of your team to the strategy
Frame your team’s role in achieving strategic objectives
What does the strategy mean for your team?
How does their work contribute to successful execution?
Break down your team’s work
Which activities are highest priority?
In what sequence?
What capabilities do you need to cultivate? (today? tomorrow?)
What milestones should you achieve?
Frame your team’s role in achieving strategic objectives
What does the strategy mean for your team?
How does their work contribute to successful execution?
Break down your team’s work
Which activities are highest priority?
In what sequence?
What capabilities do you need to cultivate? (today? tomorrow?)
What milestones should you achieve?
Connect
Слайд 30Framing: the leadership tool we use… whether we know it or
not
Bounds what matters in a situation (issue, outcome, time horizon)
Shapes our response
Engages others to view a situation through our lenses
Narrow frames enable action; broad frames enable creativity…
Слайд 31Framing an issue
“I need to buy a new car.”
“I want a
new highly reliable car. I need to buy a new Toyota.”
“I need a new way to commute to work.”
Fact I see…
Слайд 32Framing is a cognitive workout
Tips for Creative Alternatives:
Develop different issue
statements
Ideas from others
Reverse your challenge
Broaden/Narrow
Short/Long Term
Ideas from others
Reverse your challenge
Broaden/Narrow
Short/Long Term
The three different frames exercise
Слайд 35Third step: Align
Cognitive (Break it down with your team)
Interpersonal (Strategic communication)
Слайд 36Align to the strategy
As a leader you constantly communicate
to align
your team to deliver the strategy
Communicate the what and why
Help people understand their contribution
Ensure a feedback loop to confirm that messages have been heard
Ensure a feedback loop to gather front line intelligence
Align actions and minimize disconnects
Resolve issues quickly and transparently
Track progress and adapt plans and activities
Communicate the what and why
Help people understand their contribution
Ensure a feedback loop to confirm that messages have been heard
Ensure a feedback loop to gather front line intelligence
Align actions and minimize disconnects
Resolve issues quickly and transparently
Track progress and adapt plans and activities
Align
Слайд 40
Stakeholders
WHAT IS OUR STRATEGY?
How does our work connect to the bigger
picture?
How does our work support the strategy?
How does our work support the strategy?
ARE WE MOTIVATED BY WHAT WE HEAR?
What is the tone of the message?
Have we been recognized
for our efforts?
Is the message exciting
and engaging?
Strategic Communication Model
Accountability
Strategic
Alignment
Consistency
Spirit
Слайд 41Strategy translation: the missing link
Cognitive (Business, Financial, Strategic)
Interpersonal (Communication, Empathy, Accountability)
Слайд 44
Questions?
Nick Noyes
Founding Partner
Insight Experience
Karen Powell
Director of Program Development & Delivery
Insight Experience
