Andrew MayoAndrew MayoProfessor of Human Capital Management, Professor of Human Capital Management,

Middlesex UniversityMiddlesex UniversityDirector, Mayo Learning InternationalDirector, Mayo Learning International

1963

+1987 - 1995

1995 - 2010

&

Why help with ??

• Helping Good Friends, especially in Finland

• Love of books

• Admiration of those who write them and share their ideas and knowledge

• Long Term Interest in Strategy Implementation and the dynamics of change

Some Observations onSome Observations on Strategy ImplementationStrategy Implementation - why does it go wrong?- why does it go wrong?

• Mismatch between dreams and resources – trying to do too much

• Inability to say “no” and stop things

• Failing to identify “USP”s and maximise them

• Not seeing strategy “as learning” (Arie de Geus) and being sufficiently agile and adaptable

• Mismatch between the CEO agenda and the long term interest of the organisation

• Unwillingness to learn from predecessors and the past

Some Observations onSome Observations on Strategy ImplementationStrategy Implementation - why does it go wrong?- why does it go wrong?

• Failure to articulate an inspiring vision

• Failure to take the time to harness the hearts and minds of employees

• Imposing a new strategy onto an alien corporate culture

• Mismatch between strategy and personal targets/rewards

• Failure to recognise local cultural constraints

• Failure to ensure systems and processes are aligned with the strategy

A few of the things I like about A few of the things I like about

• the collective strengths of a team to get strategy and its implementation effective (chapter 1 p29)

• how the “hardware” of the written strategy must be matched by “software” of leadership, values and behaviours (chapter 2 p 44)

• The compilation of a “strategy execution index” to be used at regular intervals (chapter 3 p 62) • “agility is an environment not a methodology” (chapter 4 p 76)

A few of the things I like about A few of the things I like about

• “communality is power” (chapter 5 p 89)

• the comprehensive description of action learning (chapter 5 pp105-108)

• the benefits that can come from “change resistance” (chapter 6 p 124)

• how to be an effective “MaC” (chapter 7)

• 25% of manager’s learning comes from “hardships” (chapter 8 p 166)

• all the diagrams!

Sinun täytyy lukea se itse! Mukavia lukuhetkiä!

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