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Turning Great Strategy into Great Performance

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Nikolay Kuznetsov

on 26 March 2010

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Transcript of Turning Great Strategy into Great Performance

Turning Great Strategy into Great Performance
Introduction and main issues

7 rules

Conclusion
Companies typically realize only about 60% of their strategies’ potential value because of defects and breakdowns in planning and execution.
Main problems
Lack of finance
Lack of top managers' support
Lack of stimuli
Defective or uncertain strategy
Misunderstanding among workers
Nikolay
Konstantin
Sameer
Vernonika
Dmitriy
strategy-is a long term plan
of action designed to achieve
a particular designed
Rule 2

Rule 3: Use a rigorous framework, speak a common language
1. One without another does not work
2. Porter's five forces
3. Common language for the dialogue between the corporate center and the units
1. Resource deployments (Cisco corp.stratagy plan)
2. Critical questions in strategic planning
Increase in performance
of anywhere from 60% to 100%
Performance often experience
a cultural multiplier effect.
Leaders become much more
confident in their own capabilities
Culture of overperformance
Investors start giving management the benefit of the doubt
Performance premium
Company’s reputation rises,
Closing the strategy-to-performance gap is not only a source of immediate performance improvement..
It's an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness.
Rule 5: Clearly identify priorities.
Rule 6: Continuously monitor performance.
Rule 7: Reward and develop execution capabilities.
Bob Diamond
President of Barclays plc
and CEO of Barclays Capital

“It’s so bad for the culture if you don’t deliver what you promised to people who have delivered…. You’ve got to make sure you are consistent and fair, unless you want to lose your most productive people.”
Full transcript