Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Execution

Moving from planning to executing
by

Steve Sutton

on 17 January 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Execution

Foundation Drive Crucial Three core processes Getting Results Core Building Block 1: Create the Framework For Cultural Change When execution Fails Building Block 2: The
Leader’s Seven Essential Behaviors Execution Building Block 3:
Have the Right People In the Right Place What many leaders miss is the fact that these processes are where the things that matter about execution need to be decided, and as such, they should be prosecuted with rigor, intensity and depth. the Sum of the parts, for execution to succeed
all aspects must be practiced If you are to enjoy the fruits
of success you must build from the roots up, ensuring a solid core through which to drive the crucial aspects that will deliver results Execution To understand execution, you must keep three things in mind: 1 - Execution Is a Discipline. 2 - Execution Is the Major Job of a Business Leader. 3 - Execution Must Be a Core Element of a Business Culture. No worthwhile business strategy can be planned without taking into account how to execute it. Many business leaders like to think that the top dog is exempt from the details of actually running things Execution must be embedded in the reward systems and in the norms of behavior that everyone practices. Why Execution Is Necessary when leaders are allowed to remain detached and rendered incapable of developing skills and experience related to execution, efforts at creating and running an execution strategy will fail, from the top down. How well do we execute? Initiatives are planned but not effectively tracked nor consistently implemented Nice Take Charge December 20
Commits Cultural change gets real only when your aim is execution. A New Way of Thinking we don’t think ourselves into a new way of acting; we act ourselves into a new way of thinking. Change Behavior
by Changing Rewards A business’ culture defines what gets appreciated and, ultimately, rewarded; those rewards and their linkage to performance are the foundation of changing behavior. The Importance of Dialogue You cannot have an execution culture without such a dialogue. What exactly should you as a leader who is in charge of execution do? Leaders have to live their businesses. 1 - Know your people and your business. 2 - Insist on realism. 3 - Set clear goals and priorities.
4 - Follow through. 5 - Reward the doers. 6 - Expand people’s capabilities. 7 - Know yourself. Many try to avoid reality as its uncomfortable Leaders who execute focus on a 2/3 clear priorities Clear, simple goals mean little if nobody takes them seriously If you want people to produce specific results, you must reward them accordingly One of the most important parts of a leader’s job is passing on his or her experience and wisdom to the next generation of leaders leading an organization requires strength of character; in execution, however, it is absolutely critical In the mid-1990s, a friend told Jack Welch, General Electric’s CEO, about a new methodology for making a quantum increase in inventory turns in manufacturing operations.

Welch wasn’t content to just get the concept, or to send some of his manufacturing people out to investigate it. Instead, he paid American Standard CEO Emmanuel Kampouris a visit, in order to understand the workings personally.

By involving himself deeply and personally with the subject, Welch learned what it would take to execute
Jack Welch’s Hands-On Management How well do you think Neotel compares? Know your people and business
Insist on realism
Set clear priorities
follow through
reward doers
Grow people
Know yourself An organization’s workers are its most reliable resource for generating excellent results year after year; their judgments, experiences and capabilities make the difference between success and failure. Why, then, are the right people not in the right jobs? Lack of knowledge? Leaders often rely on sometimes fuzzy or prejudiced staff appraisals when placing people into positions Lack of courage? There are innumerable cases of the wrong person being kept in the wrong job, simply because the person’s leader doesn’t have the emotional fortitude to take decisive action, confront the person, and make a change. The psychological comfort factor? Many jobs are filled with the wrong people because the leaders who promote them are comfortable with them, and the employees are loyal to those leaders. The People Process: A robust people process does three essential things:
Evaluates individuals accurately and in depth.
Provides a framework for identifying and developing the leadership talent
Fills the leadership pipeline The Strategy Process: A good strategic planning process requires the utmost attention to the hows of executing a strategy. The Operations Process: Execution Compaq CEO had an ambitious strategy — before any of his competitors...
The strategy failed to achieve results as delivering on promises required better execution Michael Dell, on the other hand, understood that kind of execution, stands as the chief reason Dell passed Compaq, both in market value and as the biggest maker of PCs. The strategy process defines where a business wants to go, and the people process defines who will get it there. The operating plan provides the path for those people, breaking long-term output into short-term targets. Do we have a clear understanding of our strategy, the linkage to people and operations? what is our strategy? what do we need to fix? Leader in IP and Converged Services
Become a Managed Services Partner of choice
Occupy a strategic Position in SA and SADC
Maintain vigilant eye on competition
Strengthen the business to generate cash
Leverage systems and processes for effective governance
What are our business imperatives? Improving Customer Experience
Making Profit a Habit
Passionate about our People
Taking Market Share
Being Disruptively Innovative
1) Why Execution Is Necessary.
2) Seven Essential Behaviors.
From following through on commitments to rewarding those employees who produce results
3) Creating the Framework for Cultural Change.
Leaders who want to foster an execution-supporting culture must focus on changing
the beliefs within their company that influence specific behaviors
4)The Three Core Processes of Execution.
Many organizations treat their people, strategy and operations processes as separate, independent entities, when in fact they are interrelated
Full transcript