Linking people and strategy value implementation poster 2012
1
Execution Value Tree What is your engagement ratio? Value Implementation - A manager led approach for linking people and strategy. Partners Justin Tomlinson has a proven track record in devel- oping innovative implementation approaches for accelerating the execution of global strategies in com- panies such as Roche, IBM, Boehringer Ingelheim and TELUS. As a social workplace trendsetter and author of The People Quadrant, Justin advises boards and senior management on how to better leverage their human capital in achieving their business objectives using 3.0 learning strategies and new “social” technologies. He is a growth catalyst for fast tracking consulting 3.0 Workplace. Contact Information: E-mail: [email protected] Phone: USA +1 801 369 4996, EU +41 78 654 7614 About the Authors For most of the European fortune 500 companies and entrepre- neurs, Henrik von Scheel is a synonym for a visionary, game changer, and a challenger striving to defy outmoded business models and design tomorrow’s businesses. As a new breed of European Leader, able to transform compa- nies’ business models with his unique blend of proven business track record, trend-spotting and new paradigm of strategic thinking, he believes that the ability to adopt new business for innovation. Today business models are changing at a rate never seen before and countless innovative business models are emerging. He is always one step ahead on the understanding, design, and implementation of new business models or analyzing and reno- vating old ones. With his thinking, he has transformed the eCommerce, BPM and Social Media Intelligence arenas. Professionally, he serves on the Board of Advisors at Google Inc, Ethority, Collax, and Capital Investment Partners. Contact Information: email: [email protected] Phone: +45 60 72 84 01 strategy! execution! Social media! Workplace Trends 2020 ! bottom-line profit! top-line growth! Innovation! Agile! Talent! Attract talent! Company profile! Competency And skills! Motivation! Globalization! Knowledge economy! Demographics! Digital collaboration! Culture! Learning 3.0! Social responsibility! Develop employees ! In The Workplace 2020, Jeane Meister and Karie Willyerd identify these shifts: • Global access to markets and talent will reshape business. BRIC countries will be the dominant • Five generations will be working side-by-side in organizations. Imagine what will happen when power shifts from the fax machine generation to the google, facebook and iphone application generation! •Social media will connect employees, customers and partners for immediate communication. “Email is so yesterday!” As 80% of strategic initiatives underesti- mate the reality of execution, most fail to build the necessary momentum their full contribution to achieving the 80 5 90 days Initiate Standardized Optimized Collaborate Socialized Today, accelerate, while traditional ways of operating are generating an ever increasing amount of unproductive “Fake Work”. People load their wagons so heavy they are unable to move forward. What’s interesting is most of the load is actually “Fake Work”. Fake Work is work not directly contributing to the top priorities of an organization. Today’s Fake Work research shows: • 73% of workers don’t think their company’s goals are translated • 81% of workers do not feel a strong level of commitment to their company’s top priorities. • 87% of workers are not sat In simp - pany may have a unique way of selling and delivering products to customers, in the end, success comes down to the same two factors: your cost structure and your revenue streams. Then, at some point, changes in strategy out pace changes in execution. Tasks people are doing become disconnected from the tasks needed for executing the new strategy…Fake Work is born and begins to grow. Traditional business models initiate growth. As we grow, we standardize and optimize our business model and organization. Then at some point, we hit a maturity level where we are too big, too complex, with many business units. As the connection between tasks and strategy weakens, collaboration becomes The question is "how to jump the curve"? While leading companies today are focused on innovating on how to optimize their costs structure and increase their revenue streams, this will not be enough to compete beyond 2015. By 2020 people, organizations and markets will collaborate through the social web: Time Globalization Demographics Social Web BY 2020: global access to markets and talent will reshape business working side-by-side in organizations BY 2020: social media will connect employ- ees, customers, and partners + - - - Strategy People Structure Structures that accomadate web-communters, work styles, and team hires using social media, mobile devices, instant messaging and other social tools for executing 24/7. Process Processes that include global, 24/7 collaboration anywhere, anytime, with anybody. Information Technology Global Information Technology supporting agile 24/7 communication, web analytics, social intelligence, ROI and other new technologies such as instant messaging (e.g. twitter), (e.g. YouTube) and live streaming. Decision Making Decision Making processes for instant 24/7 decisions with a clear view of T1/T2 decision makers for internal/external decisions. Rewards personalized social recognition broadcasting that builds reputation capital of employees, partners and brand associations—globally 24/7. Human Resources People with virtual collaboration skills supported by instant 24/7 global recruitment, reputation capital, poaching, instant two-way communi- cation and Learning 3.0. Implementing strategy through people is 1,836 times more effective than the typical approach! An atom is made up of neutrons, protons and electrons. Like the neutron, a business strategy has no “charge”. The positive charge, or proton, comes from People. Successful strategy implementation requires the strategy to be positively charged by People. Just as electrons are required to hold neutrons and protons together, Structure, Processes and IT are required to hold Strategy and People together. Trying to implement a Strategy by changing Structures, Processes and IT without the positive charge from People will result in a negative outcome. Protons (People) and electrons (Structure, Process and Technology) weighs 1,836 times more than an electron. Similarly, People have more “weight” than structure, process or IT when implementing a Strategy. While Structures, Processes and Technology are 1,836 times easier to change than People, once you get the People moving, it is 1,836 times harder to stop them! Execution is a manager-led approach for linking people and strategy. Two-thirds of corporate CEOs say they need to make fundamental changes to their businesses in the next two years. Their strategic For managers, this means implementing an ever increasing number of strategic initiatives such as: technological advances, regulatory With this approach, your organization can expect these results in 90 days: 1. Executive agreement on a concrete pathway to action 2. A modern organization design for realizing the value expressed in your strategy. 3. A practical approach for implementing your strategy through your people. + Strategy People YOU are the ValueAdd CURRENT FUTURE Structure Process Information Technology Decision Making Rewards Human Resources Organization Social Business Maturity Why is it important to accelerate our company’s maturity now? Because the workforce and methods for mobilizing people are rapidly shifting. According the Financial Times, the headquarters of the Global 500 have shifted dramatically. Since 2005, the USA is down 17% while china is up 438%. India and Brazil are up 100% and 80% respec- tively. The next plateau of competitive advantage for compa- - tiveness and being able to communicate strategy to people, so they can be empowered to execute. The center piece will be collaboration though social agility. 1 3 4 2 5 7 9 8 6 10 11 12 Understand Business Value Drivers and Stakeholder Needs Identify Execution Value Drivers Analyze Current Results Agree on Business Execution Approach Execute Value Drivers Evaluate Existing Resources Select Key Line Managers Design Execution Solutions Line Manager Led Implementation Build Momentum in 90 Days Share Successes and Make Adjustments Compare Results with Stakeholders Needs Value Planning Value Creation Value Realization See The Business Strategy Do Business-Led Implementation Get Business Results A Value Framework to Plan, Create, and Realize Value Execution Value Tree ex·e·cu·tion /eksi’kyooSH n/ noun: The driving force behind sustained business performance. Planning, creating and realizing value is one of the most common challenges confronted by companies today, regardless of factors such as size, revenue, industry, region or business model. The Execution Value Tree is a powerful tool designed to accelerate the connection between execution and sustained business results. Working with Value Drivers ensures focus on the things that matter most. The approach we follow to plan, create and realize value is described above. The Execution Hyper Cycle Business Objective Critical Success Factor Key Performance Indicators Implement Strategy Optimize Organization Accelerate Workforce Eliminate Fake Work Increase Social Business Maturity Get Return on Involvement Strategic Tactical Operational Value Drivers & Strategic Initiatives Identify and validate stakeholder needs based on Business Value Drivers Identify and understand the causes of Fake Work Design Pathway to Action Align executives to the strategy based on an agreed scoreboard Build Strategic Literacy SM and certify key executives on the strategy Implement governance accountability framework for prioritizing work and assigning resources Translate strategy and cascade through the organization Monitor, measure and manage stakeholder satisfaction (customer, employee, etc.) and the elimination of Fake Work Identify workforce trends Assess organization maturity and workforce readiness against trends Diagnose performance gaps/opportunities Update core process to include global, 24/7 collaboration anywhere, anytime, with anybody Adapt structure to accommodate web-commuters, work styles and team hires using social media, mobile devices, instant messaging and other social tools for executing 24/7 Enable employees and partners with instant 24/7 global access to collaboration reputation capital, poaching, instant two-way communication and learning 3.0 personalized social broadcasting that builds reputation capital of employees, partners and brand associations--globally 24/7 Implement IT infrastructure that supports global 24/7 communication, web analytics, social intelligence, ROI and other new technologies such as instant messaging (twitter), and live streaming Develop global 24/7 agile decision making processes for making instant decisions for internal and external top-tier decision makers Monitor, measure and manage organization social business maturity and competitiveness Identify talent trends Compare current and future access to talent Assess workforce needs and assess performance Assess talent development and training strategies Expand access to talent Expand the depth and transparency of talent development Expand training events with interactive, internally co-led learning processes Up-skill managers in career and performance coaching Up-skill managers in group collaboration and managing virtually Up-skill employees in social media literacy and expand their social footprint Manage talent pipeline Measure learning impact (not training) + - - - Why... To remain competitive. What... Focus on human capital value drivers. How... Connect people with strategy.
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Transcript of Linking people and strategy value implementation poster 2012
Execution Value TreeWhat is your engagement ratio? Value Implementation - A manager led approach for linking people and strategy.
PartnersJustin Tomlinson has a proven track record in devel-oping innovative implementation approaches for accelerating the execution of global strategies in com-panies such as Roche, IBM, Boehringer Ingelheim and TELUS.
As a social workplace trendsetter and author of The People Quadrant, Justin advises boards and senior management on how to better leverage their human capital in achieving their business objectives using 3.0 learning strategies and new “social” technologies.
He is a growth catalyst for fast tracking consulting
3.0 Workplace.
Contact Information:E-mail: [email protected]: USA +1 801 369 4996, EU +41 78 654 7614
About the Authors For most of the European fortune 500 companies and entrepre-neurs, Henrik von Scheel is a synonym for a visionary, game changer, and a challenger striving to defy outmoded business models and design tomorrow’s businesses.
As a new breed of European Leader, able to transform compa-nies’ business models with his unique blend of proven business track record, trend-spotting and new paradigm of strategic thinking, he believes that the ability to adopt new business
for innovation.
Today business models are changing at a rate never seen before and countless innovative business models are emerging. He is always one step ahead on the understanding, design, and implementation of new business models or analyzing and reno-vating old ones. With his thinking, he has transformed the eCommerce, BPM and Social Media Intelligence arenas.
Professionally, he serves on the Board of Advisors at Google Inc, Ethority, Collax, and Capital Investment Partners.
Contact Information:email: [email protected] Phone: +45 60 72 84 01
strategy!
exec
uti
on!
Social media!Workplace Trends 2020!
bottom-line profit!
top-line growth!
Inn
ovat
ion
!
Agile!Tale
nt!
Attract talent!
Company profile!
Competency And skills!
Mot
ivat
ion!
Globalization!
Knowledge economy!
Dem
ogra
phic
s!
Digital collaboration!
Cu
ltu
re!
Lear
nin
g 3
.0!
Soc
ial r
espo
nsib
ility
!
Develop employees!In The Workplace 2020, Jeane Meister and Karie Willyerd identify these shifts:
• Global access to markets and talent will reshape business. BRIC countries will be the dominant
• Five generations will be working side-by-side in organizations. Imagine what will happen when power shifts from the fax machine generation to the google, facebook and iphone application generation! •Social media will connect employees, customers and partners for immediate communication. “Email is so yesterday!”
As 80% of strategic initiatives underesti-mate the reality of execution, most fail to build the necessary momentum
their full contribution to achieving the
80590days
Initiate Standardized Optimized Collaborate Socialized
Today,accelerate, while traditional ways of operating are generating an ever increasing amount of unproductive “Fake Work”. People load their wagons so heavy they are unable to move forward. What’s interesting is most of the load is actually “Fake Work”.
Fake Work is work not directly contributing to the top priorities of an organization. Today’s Fake Work research shows:
• 73% of workers don’t think their company’s goals are translated
• 81% of workers do not feel a strong level of commitment to their company’s top priorities.
• 87% of workers are not sat
In simp -pany may have a unique way of selling and delivering products to customers, in the end, success comes down to the same two factors: your cost structure and your revenue streams.
Then, at some point, changes in strategy out pace changes in execution. Tasks people are doing become disconnected from the tasks needed for executing the new strategy…Fake Work is born and begins to grow.
Traditional business models initiate growth. As we grow, we standardize and optimize our business model and organization. Then at some point, we hit a maturity level where we are too big, too complex, with many business units. As the connection between tasks and strategy weakens, collaboration becomes
The question is "how to jump the curve"? While leading companies today are focused on innovating on how to optimize their costs structure and increase their revenue streams, this will not be enough to compete beyond 2015.
By 2020 people, organizations and markets will collaborate through the social web:
Time
Globalization Demographics Social WebBY 2020: global access to marketsand talent will reshape business working side-by-side in organizations
BY 2020: social media will connect employ-ees, customers, and partners
+
- -
-
Strategy
People
StructureStructures that accomadate web-communters, work styles, and team hires using social media, mobile devices, instant messaging and other social tools for executing 24/7.
ProcessProcesses that include global, 24/7 collaborationanywhere, anytime, with anybody.
InformationTechnologyGlobal Information Technology supporting agile 24/7 communication, web analytics, social intelligence, ROI and other new technologies such as instant messaging (e.g. twitter),
(e.g. YouTube) and live streaming.
Decision MakingDecision Making processes for instant 24/7 decisions with a clear view of T1/T2 decision makers for internal/external decisions.
Rewards personalized social recognition broadcasting
that builds reputation capital of employees, partners and brand associations—globally 24/7.
Human ResourcesPeople with virtual collaboration skills supported by instant 24/7 global
recruitment, reputation capital, poaching, instant two-way communi-cation and Learning 3.0.
Implementing strategy through people is 1,836 times more e�ective than the typical approach!
An atom is made up of neutrons, protons and electrons. Like the neutron, a business strategy has no “charge”. The positive charge, or proton, comes from People. Successful strategy implementation requires the strategy to be positively charged by People.
Just as electrons are required to hold neutrons and protons together, Structure, Processes and IT are required to hold Strategy and People together.
Trying to implement a Strategy by changing Structures, Processes and IT without the positive charge from People will result in a negative outcome.
Protons (People) and electrons (Structure, Process and Technology)
weighs 1,836 times more than an electron. Similarly, People have more “weight” than structure, process or IT when implementing a Strategy.
While Structures, Processes and Technology are 1,836 times easier to change than People, once you get the People moving, it is 1,836 times harder to stop them!
Execution is a manager-led approach for linking people and strategy.
Two-thirds of corporate CEOs say they need to make fundamental changes to their businesses in the next two years. Their strategic
For managers, this means implementing an ever increasing number of strategic initiatives such as: technological advances, regulatory
With this approach, your organization can expect these results in 90 days:
1. Executive agreement on a concrete pathway to action 2. A modern organization design for realizing the value expressed in your strategy. 3. A practical approach for implementing your strategy through your people.
+Strategy
People
YOU are the ValueAdd
CURRENT FUTURE
Structure
Process
InformationTechnology
Decision Making Rewards
HumanResources
Organization Social Business Maturity
Why is it important to accelerateour company’s maturity now?
Because the workforce and methods for mobilizing people are rapidly shifting.
According the Financial Times, the headquarters of the Global 500 have shifted dramatically.
Since 2005, the USA is down 17% while china is up 438%. India and Brazil are up 100% and 80% respec-tively. The next plateau of competitive advantage for compa-
-tiveness and being able to communicate strategy to people, so they can be empowered to execute. The center piece will be collaboration though social agility.
1
3 4
2
5 7
9
86
10 11 12
UnderstandBusiness Value
Drivers andStakeholder Needs
IdentifyExecution Value
Drivers
Analyze CurrentResults
Agree on BusinessExecution Approach
Execute ValueDrivers
Evaluate ExistingResources
Select KeyLine Managers
Design ExecutionSolutions
Line Manager LedImplementation
Build Momentumin 90 Days
Share Successes and Make Adjustments
Compare Resultswith Stakeholders
Needs
ValuePlanning
ValueCreation
ValueRealization
SeeThe Business Strategy
DoBusiness-Led
Implementation
GetBusiness Results
A Value Framework to Plan, Create, and Realize Value
Execution Value Treeex·e·cu·tion /eksi’kyooSH n/ noun:The driving force behind sustained business performance. Planning, creating and realizing value is one of the most common challenges confronted by companies today, regardless of factors such as size, revenue, industry, region or business model.
The Execution Value Tree is a powerful tool designed to accelerate the connection between execution and sustained business results. Working with Value Drivers ensures focus on the things that matter most. The approach we follow to plan, create and realize value is described above.
The Execution Hyper Cycle
BusinessObjective
CriticalSuccess Factor
KeyPerformanceIndicators
ImplementStrategy
OptimizeOrganization
AccelerateWorkforce
EliminateFake Work
Increase Social BusinessMaturity
Get Return onInvolvement
Strategic
Tactical
Operational
Value Drivers &Strategic Initiatives
Identify and validatestakeholder needsbased on BusinessValue Drivers
Identify and understand thecauses of Fake Work
Design Pathway toAction
Align executives to the strategybased on an agreed scoreboard
Build Strategic LiteracySM
and certify key executiveson the strategy
Implement governanceaccountability framework forprioritizing work andassigning resources
Translate strategy andcascade through theorganization
Monitor, measureand manage stakeholdersatisfaction (customer,employee, etc.) andthe elimination ofFake Work
Identify workforce trends
Assess organization maturity andworkforce readiness against trends
Diagnose performancegaps/opportunities
Update core process to include global, 24/7 collaboration anywhere, anytime, with anybody
Adapt structure to accommodate web-commuters,work styles and team hires using social media,mobile devices, instant messaging and other social tools for executing 24/7
Enable employees and partners with instant 24/7 global access to collaboration
reputation capital, poaching, instant two-waycommunication and learning 3.0
personalized social broadcasting that buildsreputation capital of employees, partnersand brand associations--globally 24/7
Implement IT infrastructure that supports global 24/7 communication, web analytics, social intelligence, ROI and other new technologies such as instant messaging (twitter),
and live streaming
Develop global 24/7 agile decision making processesfor making instant decisions for internal and external top-tier decision makers
Monitor, measure and manage organization social business maturity and competitiveness
Identify talent trends
Compare current and future access to talent
Assess workforce needs
and assess performance
Assess talent development and training strategies
Expand access to talent
Expand the depth and transparency of talent development
Expand training events with interactive, internally co-led learning processes
Up-skill managers in career and performance coaching
Up-skill managers in group collaborationand managing virtually
Up-skill employees in social media literacyand expand their socialfootprint
Manage talent pipeline
Measure learning impact (not training)
+-
--
Why...To remain competitive.
What...Focus on human capital value drivers.
How...Connect people with strategy.
