Strategy ExecutionREALITIES TO CONTEND WITH

SESSION OBJECTIVE

• DISCUSS SOME OF THE REALITIES OF STRATEGY EXECUTION, ONCE STRATEGIES HAVE BEEN DEVELOPED.

• SHOWCASE RECOMMENDATIONS TO GUIDE OUR APPROACH TO STRATEGY MANAGEMENT.

نورتن للتميز في إدارة االداء االستراتيجي/ نموذج كابالن

التميز في أعداد الخطط االستراتيجيةالتميز في تنفيذ وتقويم االستراتيجية

EXECUTION

PREMIUM

Performance)تعلمالرصد وال5. Monitoring)

متابعة مدى االنجاز في المبادرات والعمليات •

وضع وتنفيذ المبادرات الالزمة لتقويم االداء•

Performance)التقييم والتقويم 6. Evaluation & Corrective Action)

متابعة مدى االنجاز تجاه تحقيق االهداف •

وضع وتنفيذ المبادرات والتوصيات الالزمة لتقويم االداء•

(Strategy Maps and BSC’s)الخرائط االستراتيجية إعداد2.

.تحديد محاور العمل الرئيسة لالستراتيجية•

تحديد االهداف ومقاييس االداء وقيمها المستهدفة•

االستراتيجيةمنظومة المبادراتتحديد •

(vision, mission, values, analysis)االستراتيجيةهيكل تطوير 1.

قيمالتحديد الرؤية والرسالة و•

التحليل االستراتيجي ودراسة البيئة التشريعية•

Aligning Operations)العملياتربط االستراتيجية ب4. to Strategy)

ترجمة االستراتيجية إلى هيكلية إجراءات العمل•

نمذجة إجراءات العمل•(JCI)المواَءمة مع معايير الجودة •

(cascading and alignment)ترجمة االستراتيجية 3.

الوحدات اإلدارية الرئيسية والداعمة•

البشريةالموارد•

الموارد المالية •

SO YOU MAY HAVE…

1) IDENTIFIED YOUR STRATEGIC DIRECTIONvision, mission, and values

2) PERFORMED YOUR ANALYSISInternal (SW) and External (OT)

3) DEVELOPED YOUR STRATEGY MAPS AND BSCSStrategy Themes, Value Chain of Objective, with corresponding Measures and Initiatives.

4) PROFILED YOUR BSCSDetailed the business case for your Objectives, Measures, & Initiatives; and identified sponsors, owners, as well as data kpi targets and data sources, …

5) CASCADED YOUR CORPORATE STRATEGYDeveloped departmental strategy maps and BSCs, profiles, and aligned support departments...

6) ESTABLISHED AND ACTIVATED AN OFFICE OF STRATEGY MANAGEMENTDeveloped mandate, OSM manuals, HR requirements, job descriptions, staffing, …

7) DEVELOPED AND ACTIVATED A STRATEGY GOVERNANCE MODELDetailing Stakeholder Roles & Responsibilities, Assigning Objective, Measure, & Initiative owners; developed KPI Data Collection Sheets and developed Reporting Templates and forms.

8) ACQUIRED AND ACTIVATED A STRATEGY MANAGEMENT TOOLAnd uploaded the Strategy onto the tool / System.

9) TRAINED ON AND COMMUNICATED YOUR STRATEGY TO STAKEHOLDERSTrained management and staff in areas pertaining to Strategy Management, and communicated strategy to stakeholders.

…

QUESTIONS…

WHAT ABOUT THE PROMISE OF PERFORMANCE EXCELLENCE ?ARE WE SURE WE ARE HEADING IN THAT DIRECTION?

WHAT ABOUT THE PROMISE OF ASTOUNDING RESULTS ?HAVE WE TRULY ACHIEVED THEM??

SHOULD WE HAVE ACHIEVED THEM ALREADY ???

ANSWER…

NO… NOT YET !

WHY NOT?

B ECAUSE WE ARE JUST STARTING… AND B ECAUSE THE JOURNEY TOWARDS EXCELLENCE NEVER ENDS .

B ECAUSE WHAT EVER WE HAVE ACHIEVED TODAY, WE WILL STRIVE TO ACHIEVE BETTER TOMORROW…

AND B ECAUSE THE BOUNDARIES OF EXCELLENCE MOVE FURTHER EVERY TIME SOMEONE BREAKS THEM…

SO HOW DO WE KNOW IF WE ARE HEADING IN THE RIGHT DIRECTION ?

1. BY CONTINUOUSLY TESTING

IF WE ARE WE DELIVERING

THE TRUE VALUE PROMISED TO OUR STAKEHOLDERS…

DO OUR OBJECTIVES AND KPIS ACCURATELY REFLECT THAT TRUE VALUE? HOW OFTEN ARE WE TESTING THAT?

2. THEN WE START TESTING THE EFFECTIVENESS OF OUR WORK(of all our initiatives & daily operations)…

HOW CLOSER ARE WE TO ACHIEVING OUR OBJECTIVE… ARE THE RESULTS MOVING IN THE RIGHT DIRECTION?

3. WHAT ABOUT THE SUSTAINABILITY OF OUR RESULTS? ARE WE MEASURING THAT?

3. AND THEN WE TEST FOR EFFICIENCY…

HOW EFFICIENT ARE WE IN ACHIEVING OUR OBJECTIVES? AT WHAT COST?

I S ANYONE ELSE PERFORMING SIMILAR RESULTS MORE EFFICIENTLY? ARE WE LOOKING INTO THAT?

WHAT ARE WE OUTSOURCING ?WHAT KNOWLEDGE-PRODUCTION SERVICES ARE WE OUTSOURCING ? AND WHAT ARE THE REAL LONG TERM IMPLICATIONS OF THAT ?WHEN YOU ANSWER THIS QUESTION , YOU WILL KNOW THAT SUCH DECISIONS TO OUTSOURCE

DO NOT REALLY IMPACT EFFICIENCY, BUT RATHER SUSTAINABIL ITY.

BUT IF WE’VE ONLY BEEN WORKING WITH SOUND MODELS OF

STRATEGY MANAGEMENT FOR NO LONGER THAN 3 TO 5 YEARS…

THEN IT IS STILL EARLY FOR US

TO HAVE ACHIEVED

OUR ULTIMATE GOALS

OF PERFORMANCE EXCELLENCE

IN SUCH SHORT TIMESPAN .

SO HOW CAN WE APPROACH THE FIRST 3 TO 5 YEARS

OF HAVING A STRATEGY ???

WE I NVEST WISELY IN OUR STAFF AND COLLEAGUES… WE HELP THEM TO TRULY GAIN KNOWLEDGE AND RELEVANT EXPERIENCE…

1. YOUR STRATEGIC DIRECTION ( V I S I ON , M I S S I ON , VA LU ES ) …

IF THEY HAVE BEEN SOUNDLY CONSTRUCTED, ANDI F THEY REFLEC T A LONG TERM VISION THAT IS INLINE WITH WHAT OUR STAKEHOLDERS ULTIMATELY EXPEC T…

THEN THIS IS THE ONLY THING

IN YOUR 3 TO 5 YEAR STRATEGY

THAT MAY REMAIN CONSTANT...

… E VERYTHING ELSE I S FAIR GAME…

2. SO YOU’RE DONE WITH YOUR ANALYSIS?…. ( A N A LY S I S O F YO U R PA S T & P R E S E N T P E R F O R M A N C E , R E G U L AT I O N S , P O L I C I E S , R E S O U R C E S )

WHAT CAN OUR COLLEAGUES AND STAFF LEARN IN THIS AREA??

THAT PERFORMANCE EXCELLENCE AND SUSTAINABILITY REQUIRE

All our departments and all our staff to be performance analysts in their own domain.

That they should all undertake at 2 to 3 Studies per annum… (studies that aim to improve the outcome of their work, no matter how small the study is…)

3. WHAT ABOUT YOUR OBJECTIVES, MEASURES, AND INITIATIVES? ( YO U R C A S C A D ED VA LUE C H A I N ) …

IF THEY NEVER CHANGE OVER THE COURSE OF YOUR 1ST STRATEGY, THEN YOU ARE DOING SOMETHING WRONG…

You and your measures are in constant cycle of improvement. If this is your 1st strategic plan, then during the first 3 years of implementation, many of them would be developed and changed.

And if you properly review your performance towards achieving your goals and objectives, then you should be:- Testing the validity of your objectives to achieve your strategic vision; - Testing the fitness of your KPIs to better measure the results and impact of your performance (to reflect

improved efficiency, effectiveness, and sustainability); and- Testing the ability of the initiatives and operations you deployed in order achieve your objectives & targets.

4. YOUR CASCADED STRATEGIES…

AND IF ANY OF YOUR OBJECTIVES, KPIS, OR INITIATIVES CHANGE,THEN SO MUST THEY AT THE CASCADED DEPARTMENTAL LEVEL,,,

7. AND WHAT ABOUT YOUR DASHBOARDS ???

HAVE YOU DEVELOPED THEM. . .

JUST REMEMBER THAT DECISION SUPPORT IS

NOT ABOUT PRODUCING DASHBOARDS..

THESE ARE JUST #S AND DATA… AND MEAN VERY LITTLE IF NOT SUPPORTED BY ANALYSIS

Geospatial, gender-based, or demographic analysis…

Resource Utilization analysis…

Stakeholder Performance analysis

Or Analysis of efficiency of our operations & Processes

7. … DASHBOARDS

ARE THE MOST BASIC STEP TOWARDS SUPPORTING MANAGEMENT DECISIONS… B UT I N ORDER TO EFFEC TIVELY SUPPORT D ECISION M AKERS TO MAKING INFORMED DECIS IONS ,

YOU MUST ALSO ANALYZE THE #S… AND TELL THEM...

- WHAT THE #S MEAN .- WHY ARE THEY AT THEIR PRESENT LEVELS ( GOOD OR BAD)…- WHAT CORRECTIVE-ACTION OPTIONS ARE THERE TO IMPROVE PERFORMANCE? WHICH DO YOU RECOMMEND? - WHAT IS THE COST-BENEFIT IMPACT OF YOUR RECOMMENDATION?- WHEN CAN RESULTS BE EXPECTED? - WHO NEEDS TO BE INVOLVED?

WHEN YOU REACH THIS LEVEL OF DECISION SUPPORT IN --- YEARS…

AND WHEN YOU ARE TRULY SUPPORTING YOUR COLLEAGUES

AND STAFF TO BE THE ANALYSTS, THINKERS, AND ABLE DECISION MAKERS OF TOMORROW…

THEN YOU CAN TAKE A ONE MONTH VACATION…

AND WHEN YOU COME BACK….YOU ARE SURE THAT THINGS WILL HAVE ALREADY IMPROVED…. EVEN IN YOUR ABSENCE…

…WELCOME TO AUTOPILOT….

…WELCOME TO PERFORMANCE EXCELLENCE….

وهللا تعالى ولـّي التوفيق

شكراً إلستماعكم

Waleed Farhan, Dir.Strategy Management ServicesES ConsultingTel.: +966 11 465 3233 Fax: +966 11 465 8200 Mob: +966 53 073 8545w.farhan@esconsulting.com.sa